Balmore Country House

On this page

• 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

Staff were treated fairly, equally and their diverse needs and cultural backgrounds were considered when conducting their role. There was an improved and inclusive working environment at the home. Management worked closely with other relevant groups within the local community to ensure that people had access to all services that could have a positive impact on their lives. There was a culture of learning, development, and improvement at this home. All staff at all levels felt involved with this process with the ultimate aim of a positive working environment and high-quality care provision.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

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

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

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.

Staff felt management took action to continually review and improve the culture of the organisation in the context of equality, diversity, and inclusion. A staff member described how welcoming they had found the management at the home and their cultural background was seen as positive and embraced. Staff felt empowered and were confident that any concerns and ideas resulted in positive change to ensure an equitable and inclusive organisation. A private and safe space for prayer was a particular example given.

The provider had policies in place and management put these polices into action, to ensure all staff were treated fairly, equally and without discrimination. The provider and those in managerial positions ensured there were effective and proactive ways to engage with and involve staff, with a focus on hearing the voices of staff with protected equality characteristics.

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

People told us they were able to go out of the home and visit local shops and attractions, either alone or, if needed, with staff.

Staff and management work openly and transparently, collaborating with all relevant external stakeholders and agencies. The registered manager told us they had a positive working relationships with a wide variety of health and social agencies and collaborated with them to ensure people received quality care.

Partners have not raised any concerns in relation to this.

The registered manager was part of a group of all registered managers within the provider’s group of services. They met regularly and shared things that had gone well and other areas where improvements and learning were needed. People were supported to attend a local ‘Dementia Group’ where people, supported by staff, met every two weeks to meet others and to listen to music. Nurses attended NHS Clinical training, and updates from this training were relayed to relevant staff. The activities coordinator had attended specialised training designed to give the skills to plan activities for older people, some of whom may be living with dementia.

Staff and management had a good understanding of how to make improvements happen. The approach is consistent and included measuring outcomes and impact. All staff were aware of the importance of their roles and how they contributed to the continued improvement of this home. Staff felt involved, their feedback welcomed, and actions taken by management where needed. The registered manager told us they had increased confidence in their ability to conduct their role effectively. They told us they were supported by senior management, had attended numerous courses to develop their role and skills and this had improved their overall management of the staff and the home. All staff welcomed feedback about their roles and were eager to learn and improve.

There had been significant and sustained improvement since our assessment in November 2023. A review of all of quality assurance auditing processes, including the reviewing of the process for learning from accidents and incidents had taken place. The registered manager worked closely with senior management, their heads of department and other staff to instil a culture of continuous learning and improvement. The outcome of these reviews was significant. Staff enjoyed their roles, which meant the quality of care they provided for people had improved and people’s experiences and quality of life were high. Improvements had been made in key areas such as the provision of care for people living with dementia. It was acknowledged not enough had previously been done to ensure that people living with dementia received the same quality of care and positive outcomes as others. This included the introduction of ‘Dementia Champions.’ These are staff who have volunteered to develop their knowledge and understanding of dementia and to share this with other staff on how to implement more effective care and appropriate activities. Regular reviews of all care provision were conducted by the registered manager who reported their findings to senior management. Where needed, they developed strategies for improvements and involved all staff with these decisions. This had a positive impact on staff and the people they care for.