Summerley 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

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last inspection we rated this key question requires improvement. At this inspection the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred 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.

The service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. People and their relatives had opportunities to give their views and opinions through surveys and conversations with staff and management. The management team listened and actioned the requests, for example, people said they enjoyed arts and crafting, more art supplies were made available. The registered manager understood people’s needs and sourced additional training from recognised organisations such as the Alzheimer’s Society to support staff understanding.

The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. The registered manager was supported by 2 deputy managers and an area manager. People, their relatives and staff told us they felt the service was led by capable and compassionate leaders. Actions from audits were shared to instil a culture of learning and transparency. A staff member spoke about actions for the last CQC inspection and told us, “We were given an outline, we were told where we can improve and they shared the action plan and took ideas of how to overcome problems and got everyone involved in making things better.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager told us about the staggered management structure which enabled staff to speak up confidently. A staff member said, “I think this comes with the job, I have to speak up. If something is not done properly it’s my job to speak up.” The provider’s policies were clear for staff to follow if they had concerns.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us the management team listened to them and they felt valued, many staff had worked at the service for a number of years. Staff could voice ideas and suggestions any time and were not limited to team meetings and supervisions. A staff member said, “I can speak up at the meetings if there is something to say. At the meetings they will ask any problems and that needs changing.” Where needed, risk assessments were completed to enable staff members to work safely, for example, a staff member had a risk assessment in place due to pregnancy.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. There was a range of quality monitoring processes in place. Audits and checks were conducted by the management team and area manager. Findings and improvements were added to the home improvement plan and overall action plan, actions were followed up monthly to check on progress.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. Staff worked closely with external agencies to ensure people's needs were met and reviewed. Staff told us and we observed close working relationships which led to positive outcomes for people. A visiting healthcare professional commented, “The residents remain alert and interactive with each other when able and with the staff, residents are included in activities and events that promote optimum involvement and importantly they have demonstrated that residents can have fun, promoting a fun and playful milieu for the residents.” The wider community was welcomed to the service for parties and events. On the day of our visit, a Halloween party had been arranged and other themed activities which relatives were welcomed to join.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research. The registered manager kept their knowledge up to date and belonged to local forums to support and receive support from other registered managers. They told us how the group was formed by a local GP in response to the COVID-19 global pandemic, however, mutual support continued. They said, “We have since been sharing information, for example the new CQC ‘I and we’ statements.” The registered manager told us how technology has promoted safe and efficient care for people. For example, the electronic medicine system granted timely contact with the pharmacist when staff raised concerned about medicine side effects people experienced.