Summerdale Court 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

We found there was effective systems in place to quality assure the services provided, manage risks and drive improvement. Staff gave good feedback about the registered manager and deputy manager and there were clear systems in place for monitoring the culture and morale of the service. The provider had clear governance systems in place to manage risks to people’s care. Information was kept securely and shared with appropriate agencies when needed. The provider worked collaboratively with external agencies when required and systems were in place for learning from incidents and improving the service. The provider valued diversity in its workforce and its recruitment policies and procedures supported this.

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 management team were clear they wanted to improve the service and outcomes for people both in their experiences and the environment. They said, “Key priorities include redecoration and opening the top floor. We will aim to recruit new staff and provide training so we can accommodate new residents at Summerdale Court Care Home. Once we have done all we can to meet the needs of our residents and give them a comfortable home to live in.”

The registered manager and deputy manager held regular meetings and supervisions with staff to discuss what was happening in the home. This gave the opportunity to share learning and discuss ways they could improve the service.

Staff were clear about their roles, responsibilities and accountability. Staff felt well supported and spoke positively about the opportunities for personal development and progression. A staff member said, “I'm very pleased with the new manager, very approachable, she is very good to the team.” Another staff member said, “Love the new registered manager, don’t want her to go. She has made a lot of good changes.”

There were robust recruitment procedures in place to ensure the safe recruitment of capable and competent staff. Senior staff and leaders within the organisation were clear about their roles, responsibilities and accountability. Systems and processes confirmed provider oversight and leadership. During our inspection, two area managers attended the service to support the registered manager and to assist with the inspection. They demonstrated commitment, experience and enthusiasm in continually developing and improving the service.

Staff told us they were listened to and encouraged to give their feedback on the service. One staff member told us, “The registered manager talks to all staff, we can go to the office anytime and the registered manager doesn’t mind.”

The provider had policies in place in respect of whistleblowing and safeguarding and staff had access to these. The provider had systems and processes in place to foster a positive culture where people felt that they could speak up and have their voices heard. Complaints processes were available.

Staff told us that they felt the organisation considered everyone’s individuality. This was done by attending training and part of staff induction was as well as being listened to in supervisions and appraisals and staff meetings.

The provider took action to ensure there was equality and diversity within the workforce. There was a clear equality and diversity procedure in place, the principles of which were also incorporated into the recruitment procedure.

Staff were clear about their roles, responsibilities and accountability. Senior care workers confirmed they had received additional training and support to undertake their roles. Staff were aware of the provider’s general data protection regulation (GDPR) policy and the importance of confidentiality. Staff had access to the provider’s emergency plan that included contact details in the event the service was impacted.

At the last inspection we found that the quality assurance systems were not effective to monitor medicines. Risk management plans for medicines did not have enough information in them to keep people safe. The fridge temperatures were recorded but they were not taken correctly. These issues had not been picked up by the provider in any of their medicine audits. During this inspection, we found the management team undertook regular audits to monitor the quality of the service they provided. There was evidence that where any improvement was identified, appropriate actions were taken and followed up. This meant people could be confident the quality of the service was being assessed and monitored. The registered managers have a legal responsibility to notify the CQC of any allegations of abuse, serious injuries or incidents involving the police. We found the registered manager was open and transparent with people and relatives when things went wrong and notified and liaised with the local safeguarding authority and CQC regarding concerns of abuse. Policies and procedures to promote safe, effective care to people were available at the service. These were regularly reviewed and updated to ensure staff had access to best practice guidance and up-to-date information for their role.

The home worked in partnership with other organisations and professionals to ensure good outcomes for people. One relative said, “My [person] has had appointments with the care home doctor who comes in once a week. [Person] has been referred to a consultant.” Another relative said, “[Person] sees a doctor that visits on a Tuesday. If the staff have concerns, they will call the GP and me. [Person] also sees the SALT team. [Person’s] not able to swallow and so [persons] on fortified drinks now.”

Staff told us the importance of working in partnership with other people like GPs and operational health professionals. The deputy manager said, “It is important to have a positive relationship with outside organisations as when we support people to see their GP, Speech and Language Therapy (SALT), Occupational Therapist (OT), dentist and optician, it is important that adjustments are made to be able to make a person for comfortable.”

We received feedback from partners. The local authority recently completed a quality visit and shared information about the quality of care and safety of people using the service and has no concerns with Summerdale Court Care Home.

The provider worked in partnership with other professionals to meet people’s needs. People’s care records included evidence of communications with external professionals, including social workers, occupational therapists and people’s GPs. Where issues were identified, professionals were called on for their advice and we saw this was recorded in people’s care plans to ensure issues were dealt with on an ongoing basis.

Staff completed ongoing training to support them in their role and ensure a consistent approach to care and support. Staff had supervision meetings to discuss any learning needs, and daily handover meetings helped to ensure any important information about people was shared and acted upon as required. One staff member said, “Very frequently, we had a meeting yesterday. Have meetings with nurses, carers so usually 2-3 in a week. I find these meetings very helpful, have a lot of questions to ask and this is always cleared up and answered during meeting.”

The provider ensured when things had gone wrong, learning happened. They sought advice and guidance from health and social care experts to improve people’s quality of life. The registered manager also held meetings for people and separate meetings for relatives so they could ask questions or voice any feedback. Systems were in place to seek people’s and relatives’ views on the service. Staff meetings were used by the management team to share important information and discuss any issues. Topics included safeguarding concerns, recruitment updates and people who they support. The provider had a robust system to monitor, assess and drive improvements to their service. These audits included care plans and risk assessments audits, health and safety audits, premises and equipment audits, infection control audits, staff dependency tools and incident and accidents. Where actions had been identified this informed an action plan.