Westminster House Residential Care Limited

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 registered manager and staff had worked collaboratively to make improvements to care provision. Governance and management systems, information about risks, performance, and outcomes were now used effectively to drive improvements. Staff were very positive about their roles and the support they received from the senior team.

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.

Leadership at the service had changed since the last inspection and staff told us this with the addition of training had helped to change the culture at the service. Staff had a shared drive and direction to provide good care to people to provide positive outcomes.

The home manager and team leader had sourced and supported staff with face-to-face training with specialist to help develop their skills. A positive culture had developed at the service with staff sharing the providers values to provide positive outcomes for people.

Staff told us they felt listened too and supported by the management team to perform to the best of their abilities.

The leadership team was visible at the service and were leading their teams by example. The leadership team were knowledgeable and clear about the priorities of care for people.

Staff had completed safeguarding training and were clear they would report any concerns they had on care or practice at the service.

The senior leadership team told us they had systems in place to fully investigate any concerns and felt they were now fully transparent at the service. The home manager had developed lessons learned documents to feedback to staff the outcomes of any safeguarding or accident and incidents. Staff were encouraged to discuss and share concerns during supervisions meetings. The provider also asked staff to complete staff surveys anonymously if they wished to share feedback on the service. We saw one of the outcomes from this had led to the home manager setting up more meetings with staff to give them a forum to discuss any issues they had.

The home manager told us they had a diverse workforce and that staff worked together well.

The service had a clear mission statement which was based on, fairness, respect. equality. dignity and autonomy. All staff completed training on equality, diversity and inclusion to ensure they worked within these principles.

Staff at the service understood their roles and responsibilities. There were a number of systems in place to monitor the performance of the service and outcomes for people.

The home manager and team leader had developed a number of audits to monitor the service, recognise themes and identify ways of making improvements. In addition, feedback in the form of surveys were used with people, relatives, staff and other visiting health professionals. Dependent on feedback action plans were put in place to respond to and address this feedback.

People told us they went out locally one person said, “I Often go out for coffees or to the Barbers.”

Staff told us people maintained an interest in the local community and went out on trips with either staff or family members. The service was in a main area and central for people to be able to access local facilities if they wished.

The local authority quality improvement team had spent time working with the service to drive improvements. They informed us staff had been very engaged with the process and felt there had been a number of improvements with staff willing to learn.

Staff worked with people to identify their interests and if they wished to access the community where they would like to visit. The service had formed good links with the local community. The provider had worked closely with the local authority and other healthcare professionals to access training resources.

Staff told us they had undergone further training and had developed their skills to implement improvements at the service.

The provider had sourced additional training to develop staff skills so that they could take a lead on overseeing certain areas pf the service such as IPC. Training had helped develop staff skills with supporting people with mental health issues, moving and handling and a lead was in place for infection control. With the support of the local authority quality improvement team staff had worked to drive improvements at the service and developed better ways of monitoring performance and outcomes for people. Staff had their practice observed and competencies checked by the senior team.