Warberries Nursing Home

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

Since the last inspection the registered manager had improved the quality monitoring systems and oversight of the service and the service was no longer in breach of regulations. However, further improvement was needed to ensure care records contained enough information. The registered manager and management team had worked hard to change the culture at the service by supporting staff, people and their relatives to feel comfortable raising issues and concerns. The provider had policies in place to support staff to speak up, raise concerns, and keep people safe. Staff told us they felt the service was well led and managers were available and approachable. Systems were in place to engage with people, their relatives, visitors, and health professionals to obtain feedback about the service and share learning.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The registered manager told us since the last inspection they had worked hard to change the culture at the service. This was achieved by supporting and empowering staff to feel comfortable to raise concerns and challenge practice. This resulted in a culture of inclusivity and openness and created a positive environment for people living at the service. Staff told us they enjoyed working at the service and felt supported and listened to by their managers. One staff member said, “There have been definite improvements in the last year. The managers are lovely, generally they are really good. It has been quite uncomfortable at times, but now I feel I could go to [registered managers names] with anything at any time.”

Processes were in place to identify areas for improvement at the service. The provider sought feedback from people and relatives through surveys, speaking to people individually and through meetings. Staff were included in the service’s’ improvement journey and were encouraged to give their opinions and suggestions on how the service could improve at staff meetings and through their individual supervisions.

We found the management team had the relevant skills, knowledge, and experience to effectively lead the service and were committed to continually improve. The registered managers were knowledgeable about their regulatory responsibilities. Staff told us they felt the service was well led. One staff member told us, “They do manage the service well and their behaviour is great - they are very nice with staff, and they take the time to listen to us and explain to us how we can improve.” Another staff talking about one of the registered managers said, “With [registered managers name] here, it has made a real difference to us him being here and with the changes he has made, it is really helpful.”

The management team were supported by the provider with monthly meetings that ensured the team had a shared direction of travel and any challenges were addressed. The provider’s oversight included daily calls, monthly audits and regular visits to the service to ensure that risks were as low as possible, and the integrity of the service was maintained. The provider told us his vision for the service was, “One which strives for constant improvement.” Staff were supported to develop their skills and experience with access to onsite and online training. Some staff were also supported to access professional qualifications to support them to gain the necessary skills to progress in leadership roles.

The management team fostered a culture of openness and honesty when things went wrong. The registered manager told us try to support people and their relatives to feel comfortable raising issues and added, “We investigate all concerns or complaints raised and when something goes wrong, people receive a sincere and timely apology and are told about any actions being taken to prevent the same happening again.” Staff felt the registered manager was available and approachable and they could raise any issues or worries they may have with them. One staff member told us, “I feel it is quite open here and the communication is quite good.”

The provider had policies in place to support staff to speak up, raise concerns, and keep people safe. Staff were supported with regular staff meetings and face to face meetings to raise any concerns they might have. The registered managers worked in an open and transparent way when incidents occurred at the service in line with their responsibilities under the duty of candour, and records confirmed this.

Staff did not highlight any concerns around discrimination or bullying within the service. The provider told us they were striving towards a community spirit within the service so that inclusivity became an enjoyable experience for everyone working and living at the service.

The provider and registered manager facilitated mentoring between junior and senior members of staff and between the diverse ethnic groups and religions within the service. This was achieved by listening to staff with different viewpoints and respecting religious and ethnic beliefs and working with staff to ensure inclusive behaviours.

The registered manager told us after the last inspection they and their team had worked hard to make improvements to the services’ governance systems and processes. This had resulted in more robust oversight of people’s care needs and delivery of care. They told us they had been working with staff to drive improvements at the service and influence positive changes. Staff told us that oversight had improved, and they knew who to go to raise concerns and seek support.

Since the last inspection the registered manager had improved the quality monitoring systems and oversight of the service, and the service was no longer in breach of regulations. Audits and checks were carried out on people’s care and where issues had been identified, actions were taken to address the areas of concern. However, further improvement was needed to ensure care records contained enough information in relation to managing people’s wounds and in relation to some care plans which lacked detail and risk assessments for some medicines. Staff understood their roles and responsibilities and the management team was visible within the service and knew people well.

People and their relatives told us that health and social care professionals were contacted appropriately when required.

Staff told us they would contact relevant external professionals to meet people’s needs and we saw this was reflected in people’s care records. The registered manager told us they worked well with health professionals to ensure people received the care that they needed.

No concerns were raised by external health and social care professionals. A visiting health professional told us the service worked well with them.

Systems were in place to engage with people, their relatives, visitors, and health professionals to obtain feedback about the service and share learning.

The registered manager and provider told us following the last inspection the service had learned from the experience and committed to make the changes needed to ensure people received good care. Staff told us they felt supported to raise concerns and that the service had improved since the last inspection.

Following the last inspection the service had updated their service improvement plan with our findings and used this to drive improvements that have resulted in now being compliant with regulations. Incidents and accidents at the service were recorded, analysed and reviewed monthly so any themes or trends could be identified. Staff meetings were held which were an opportunity to discuss any learning from incidents.