Aspen Manor 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

There was an inclusive and positive culture at the service. The provider had worked hard since the last inspection to ensure they were providing person centred, and safe care. People were encouraged to be involved in their local community. Relationships with partner agencies, the management team and staff had improved. Systems and processes to monitor the safety and quality of the care provided had improved, with clear roles, responsibilities and accountability understood. Staff told us they felt supported in their roles and were encouraged to share ideas and speak up about any concerns.

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.

Staff spoke positively about the culture of the service and the openness of the management team. They were able to demonstrate the shared values of the service. One staff member told us, “Supportive managers, good team, motto is, ‘ensuring people have good quality care’.”

Regular newsletters and meetings kept people and relatives informed about events in the service. Information about upcoming events and activities involving people, their friends and family were displayed throughout the service. Staff meetings and supervisions reinforced expectations of practice, alongside updating staff members.

The management team had a good understanding of the current service priorities, and they were enthusiastic about the improvements they had made at Aspen Manor. Staff told us they felt supported by the management team. One staff member said, “Really happy since [manager] came. [Manager] is brilliant, I can go and tell them anything, massive improvements.”

Practices of the management team ensured their involvement in working effectively with the staff team, which included their presence at meeting and daily handovers discussing people’s daily care and wellbeing. Staff were encouraged to take on lead roles within the service to share information and good practice. Regular meetings with heads of department, supported effective clinical governance and oversight. The management team were visible and had an open-door policy to ensure people, relatives and staff could provide feedback or raise concerns.

Staff we spoke with said they had no concerns about speaking up if they needed to. Staff told us staff meetings were held regularly and they were given the opportunity to put forward their views and opinions.

The provider’s processes supported and ensured staff had the freedom to speak up when needed. We saw there was a whistle blowing policy in place which clearly described the escalation process if staff felt they needed to raise any concerns. Staff were also encouraged during team meetings to share any issues, concerns or suggestions.

The management team ensured staff were treated with respect and were included. The deputy manager gave examples of where reasonable adjustments had been made to support staff.

The provider had a positive and supportive approach to equality and inclusion and had a diverse staff team of staff. The provider had the appropriate equality and diversity policies and procedures in place and encouraged staff to undertake training in equality and diversity.

The management team talked us through the governance process and explained the system of ensuring audits were completed and action plans were assigned. The staff we spoke with said they felt the home was well-led.

Systems and processes were in place to monitor the quality of the service. The provider had a wide range of audits that were completed regularly which included medicines, care records and infection control. When problems were identified, the provider took action to make the required improvements. People’s views and that of family members and staff were sought through surveys and the responses analysed. Information was used to monitor and improve the quality of care.

People told us they received support from external health care professionals when needed. People enjoyed being involved with visits from the local community. There had been a recent BBQ and regular visits from a coffee van.

The management team were open and honest with us about the failings at the previous inspection and the steps they had taken since the appointment of new registered manager. They shared with us how they were building positive relationships with the GP following safeguarding meetings, and how the GP was recently very complimentary about the service and the improvements being made.

Positive relationships had been improving with partners since the last inspection. A partner agency spoke of improvements in response to safeguarding concerns and the skill set of staff. They told us, “Communication has improved and changes made.” Another partner agency said, “Aspen Manor have been engaging with the safeguarding, quality assurance, social workers, and therapists from the falls team. Relations with health partners, district nurses and GPs has vastly improved.”

The management team were proactive in building relationships with other organisations and the local community to improve outcomes for people, which included a walking group, which encouraged walking in the local area. They told us how recently the local school children had visited those living at the service to read with them.

Meetings were held regularly, and staff were able to feedback ideas for improvement which were taken on board by the management team. One staff member told us, "There are staff meetings, suggestions and ideas are discussed and implemented if viable, handovers are now done in the lounge, we tried 2 handovers together, but this didn’t work. Handover from each floor at different time. They (managers) will listen to you”.

The provider encouraged positive improvements and recognised achievements of individual staff through employee of the month awards, which included nominations from people at the service. Where suggestions had been made when gathering feedback from people and relatives, action plans were drawn up to ensure these were acted upon. People’s feedback and that of their relatives was shared with staff.