Fryers House - Care Home with Nursing Physical Disabilities

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• 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

A new registered manager and operations manager were in place which had a positive impact on the service. They were actively working on an action plan to make the necessary improvements. People and staff were positive about the impact the new managers had had. Staff felt well supported. The management team and staff were clear about their roles and responsibilities and had a good understanding of quality assurance. The manager was in the process of effectively implementing the provider’s quality assurance tools to ensure people received safe and high-quality care.

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.

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.

Leaders had good oversight of the service and were clear of improvements needed. They told us about some of the changes they had already made and their plans for further improvement. Staff told us how positive the changes had been and felt more supported since the new registered manager had started. 1 staff member said “[Registered manager] is always looking for ways we can improve and how we can make people’s lives better. We’ve got a sensory room for people now, an activities staff member and a board put up where we can show our appreciation for each other. I feel more valued now and a real team member.”

The operations manager told us how the providers systems had recently improved to ensure the registered manager was well supported. Quality leads employed by the provider and the operations manager supported the registered manager with the day to day running of the service. Improved systems meant an open and positive culture had been created within the home.

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.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff had confidence in the registered manager and told us the governance in the service had improved since they had started. For example, 1 staff member said, “[Registered manager] is proactive at getting things done, I’ve had no problems with her. I think she knows the role well and what she needs to do to improve things.” Staff were clear about their roles and responsibilities. The operations manager and registered manager displayed positive attitudes to the assessment process and were responsive to feedback.

The provider had a range of quality assurance processes in place. However, these had not always been undertaken in line with the frequency expected by the provider. For example, care plan audits. We identified risk assessments had not always been regularly reviewed and varied in quality. This had been identified during provider audits and plans were in place to ensure risks were effectively assessed, monitored and reduced. This included the recruitment of new staff, record keeping training for staff and enhanced support for the registered manager by quality leads in the organisation. There was a service improvement plan in place that demonstrated work recently undertaken and work planned. We were assured based on our evidence gathered that necessary action would be taken to ensure records were improved and people received safe and high-quality care. There was a clear staffing structure at the service, with each role understanding their position and responsibilities. Information was shared as needed with other agencies. This included statutory notifications as required by CQC.

People provided positive feedback about how the home supported them to attend medical appointments. For example, 1 person said, “The home is very good with supporting me with my dentist and doctor appointments and they help me to go to the hospital every few weeks.” Relatives told us they had a good relationship with staff in the home and were always welcome. They described working in partnership to support good outcomes for people.

Leaders and staff confirmed they worked in partnership with other agencies to improve people’s outcomes. This included GP’s, speech and language therapists and specialist health consultants. Staff described a good working relationship with these partners. The registered manager told us they were working with a quality improvement team from the Integrated Care Board (a statutory organisation responsible for setting the strategic plan for the NHS in Hampshire) following feedback from them. They said, “I welcome all support.”

1 partner told us how staff at Fryers House worked well with them to support good care provision. They said, “We regularly visit Fryers House to see our patients for reviews and any issues. We have found the staff and managers to be very open and helpful with all our enquiries, advise and support. They keep us informed of our patient’s well-being at all times.” However, another professional external to the service told us that partnership working needed to be improved. This was being worked on at the time of our assessment.

There was an effective system in place to ensure partnership working with health and social care professionals, and local partners. Referrals were made to other professionals when needed. When professionals provided advice and guidance this was followed by staff. Processes such as handovers meant staff understood people’s changing care needs.

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