Westerley Residential Care Home for the Elderly - Woodhall Spa

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• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

There had been improvements in the leadership of the service which had a positive effect on the direction and culture of the service. There had been improvements in the way staff were supported by the management team and the quality monitoring processes were being used drive improvements at the service.

This service scored 54 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Since our last inspection there had been a change in manager. The provider and manager had worked together to improve the culture at the service. The manager told us they felt supported by the provider and we saw there was a development plan in place to support the manager. Staff told us there had been a lot of improvements at the service this included improving the environment for people, reaching out to the local community and holding events such as a recent coffee morning that had been very successful.

The management processes at the service had improved. A clear improvement plan was in place and we saw there had been significant progress made. The provider and operations manager now visited the service on a regular basis and there was evidence of their visits showing they had better oversight of the service.

Staff we spoke with felt supported by the manager and deputy manager. Staff told us they were able to discuss issues with both managers and had confidence they would maintain confidentiality. One member of staff said, “It’s a lot better than before, we see them (the manager and deputy manager) and the atmosphere is a lot better. Another member of staff said, “I appreciate the manager and deputy manager and how hard they work.”

The manager now had regular staff meetings where staff could discuss the changes at the service and where they were made aware of what was expected of them in their roles. There was evidence staff were supported with regular supervision.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff felt the leadership of the service had improved and the manager worked to ensure the quality of care was maintained. Staff felt the handovers and the manager walk arounds improved the communication. A relative told us, “The new manager is lovely and they work along with the other staff so we have got to know them well. If there was a problem, we would stop them and have a chat. They have quickly changed things and this is a relaxed, happy place to be now.

There were improvements in the way quality monitoring was managed at the service. Senior staff had areas of responsibility in relation to quality monitoring. We saw the manager, deputy manager and team leaders undertook different quality audits. We reviewed the quality monitoring processes around the management of falls and discussed with the manager. Their processes on recording the actions to show what they had done to reduce the risks to people needed some improvement. The manager immediately reviewed the documentation and made improvements to their processes.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff told us there were processes in place to support learning from events, One member of staff said, “We have handovers and any incidents are discussed and what could be done to prevent this (happening) again.” The manager had put up satisfaction surveys in the entrance for relatives to complete as and when they want to. The manager had plans for sending out a quality monitoring survey to everyone but wanted to wait until they had been at the service for about six month to measure any improvement since they started in their role. They told us they worked with an open door policy and relatives could speak to them at any time. Relatives and people living at the service felt the manager was open and prepared to, listen to them, and act on any feedback they were given. One group of people we spoke told us, the new manager was amazing and things were changing a lot. They told us the home was happy and clean and the staff and residents were much happier, and there was fun.

The manager now had staff supervision and staff meetings in place. They also used these meetings to discuss with staff, how people’s care could be improved. There was a positive program of improvements in place at the service with the provider engaging and supporting these improvements. This showed in how any errors or incidents were talked about openly, the improved oversight of the environment and the way the manager engaged with people, their relatives, health professionals and the wider community.