Amberley Care 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

The home was well managed, and the registered manager had worked closely with people, their families and staff to implement and embed improvements. Governance processes were robust and reflected where improvements needed to be made. The staff felt well supported and involved in the operations of the home. Feedback about the registered manager was extremely positive and they felt the appointment of the registered manager had been key to improving the home. Positive relationships had been formed with partner agencies. The provider was committed to learning and improving in the best interests of the people living at the home.

This service scored 86 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff spoke positively about the culture across the home, and it was evident the registered manager had been key in developing, improving and achieving a positive direction in the best interests of people living at the home and the workforce. Staff told us, the registered manager was fully engaged with the operations of the home and knew people well. Family members echoed this and told us the registered manager has been the missing part of Amberley Care Home. Staff told us, the registered manager was, “Warm and welcoming.” Staff told us the registered managers values were focused on improving the home to be the best it can be with the people living at the home, being at the heart of it. Staff shared with us, and we saw photos of a ‘Heritage Day’, which had been held at the care home. A day to celebrate different cultures and bring people, staff and their families together as a way of understanding different cultures, equality, diversity and human rights.

The registered manager and the staff team were supported by a wider senior management team to improve and embed the vision of Amberley Care Home. Improvement plans identified how the staff should be supported to understand the organisations core values and staff were able to attend training in equality, diversity and inclusion. A robust induction procedure ensured the values of the organisation were were shared, understood and embeded. Learning and devleopment plans were in place to support staff identified as 'Champions'. The plans ensure the identified staff member had the experience, knowledge and training to champion and devlopment staff in key area's. For example, we saw the training plan for the dignity champion including meeting with people who may face barriers and identified strategies to remove those barriers.

Amberley Care Home was led by capable, compassionate and inclusive leaders. We saw examples of instances where the registered manager and some staff had experienced racial discrimination and the use of derogerty language. The registered manager had worked to create a safe workspace for all staff and had implemented a culture of positive change where there was zero tolerance for any discrimination against staff or people living at the home. Staff told us they felt well supported and told us, leaders were always visible. Relatives told us, themselves and their relation had formed positive relationships with the registered manager. One relative told us, “The family has a good relationship with the home manager, they are approachable and [Name]’ adores her.”

The registered manager and other leaders had highlighted and prioritised where improvements needed to be made and had acted promptly. The registered manager had responded to where some staff were not meeting their expectations and processes had been followed to improve staff culture. Some staff had been identified as being able to take on particular roles such as nutrition champion and dementia champion. The champions were committed to raising awareness of their chosen role and sharing information with staff in the best interests of the people living at the home.

All staff spoken with felt encouraged to speak up. We found staff to be open and honest and they told us they were committed to reporting poor practice. The registered manager was committed to learning from where something may have gone wrong. The registered manager had empowered the staff team to work collectively and had given the staff confidence to have their voices heard. Staff had access to policies and procedures for whistling blowing and safeguarding. All staff told us, they were confident they would be heard by the registered manager, should they speak up.

The provider understood their responsibilities under duty of candour and was committed to being open and transparent with people who lived at the care home and their families. Complaints were promptly listened to and investigated with an outcome and apology provided. Staff were actively encouraged to whistle blow and report any concerns they had. This was discussed in staff meetings and supervision as well as being part of ‘The topic of the month’. We saw the provider was open and transparent with partner agencies.

Staff told us they enjoyed coming to work and the improvements made since the registered manager commenced employment with the provider had empowered them to be the best they can be. Staff told us they felt valued, and the registered manager had introduced the staff member of the month award and staff voted for each other. Staff had been identified as workplace champions and we saw race equality network champions in place who were ensuring equality and inclusion was accessible across the home. The home had celebrated world mental health day and walk in sessions were held to provide staff with additional support and the opportunity to talk.

Staff were supported to progress in their role by receiving regular supervision and appraisal, upskilling their knowledge and training and by being encouraged to tackle discrimination and bias. Whistleblowing policies ensured staff were protected from any reprisals should they raise any concerning information. The provider was committed to ensuring all staff worked in an environment free from bullying and harassment. The registered manager had set up a race equality network to assit in tackling discimination.

Staff told us, the improvements at Amberley Care Home had been made for the better. Staff told us they were continually fed back about the implementation of any improvements in handovers, flash meetings, staff meetings and during supervision. The registered manager told us, the governance systems had supported them in identifying improvements and taking action.

There were clear and effective governance arrangements in place which assisted the provider in monitoring and improving the service. We saw over a period of time, there had improvements in multiple area’s including care planning, medicines management and staffing. When an improvement was identified, action was swiftly taken. The provider was fully prepared for events which may affect the operations of the service including adverse weather conditions to data protection and cyber security. The provider engaged well with the local authority and relationships with external professionals had been strengthened.

People and their relatives told us, staff and leaders were open and transparent. Relatives told us the home had become more inclusive and they felt welcomed and involved. One relative told us, “The home is more cared for, all of it, the environment and garden. The management team are invested and involved in the home. The manager and staff are the best by far.” We saw one person had been actively involved working and maintain the garden area with the family. This had promoted the individuals quality of life and the provider had awarded the individual with a certificate in recognition of their hard work and dedication.

The registered manager had made links with other care home managers for support and to share information about best practice. Staff and partner agencies had positive relationships, and they worked collectively to ensure people’s health and social care needs were being met.

Partners spoke positively about the improvements across the home. Local authority assessments were scored highly, and medicines optimisation teams were seeing continual improvements. Partners were complimentary about the registered manager.

The provider worked closely with health and social care professionals to share information in the best interests of people living at the home. The registered manager was forging relationships with the local community including schools and neighbours.

Staff told us they were aware the provider wanted to continually improve, and staff were committed to learning. One staff member told us, they were undertaking a management qualification and would like to use their skills in the care home in the future. Staff told us, the critical reflection tool allowed them to really think about how they may respond differently to an incident or concern, and this was evidenced within the critical reflection documents. Staff who had worked at the home for several years told us; they were confident in the registered managers ability to improve the home.

The provider had sought feedback from people and their relatives to enable them to improve the service. The provider had acknowledged, further work was required to improve the overall dining experience for people and a new chef had been appointed and people were being asked to contribute to ideas.