Bentley 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

People, relative’s and staff told us the home was well led and they found the current manager to be approachable. Members of the management team were a visible presence across the home and staff felt comfortable speaking up and raising any concerns. A range of audits and governance processes were used to monitor the safety and effectiveness of the care and support provided. Any required actions had been logged and outcomes recorded. Bondcare Care Homes who run the home also used an overarching improvement plan, to log both internally identified issues and those identified by external stakeholders. Monthly meetings were held to collate and analyse any patterns and trends in accidents, incidents, falls, and other areas. These were used to support learning and drive improvements.

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 held regular meetings with staff where they discussed issues about the service and ways to promote the organisational values. Staff’s opinions were also gained through satisfaction surveys. Staff told us they had received the training they needed to carry out their roles effectively. They told us they had the leadership support they needed to perform their duties effectively.

The registered manager was absent from work at the time of our visit. The provider had ensured that the deputy manager received adequate support. Policies were in place to help ensure equality and diversity were promoted. We saw how people’s protected characteristics did not act as a barrier to accessing care and support.

The registered manager was absent from work at the time of our visit, however, we received positive feedback about them from people, families and staff. One staff member told us, “(Registered Manager) is really good, wonderful, gets stuck in and helps on the floor when needed.” One person said, “(Registered Manager) is brilliant I can have a laugh and a joke with them. They run this place well. They always stop and have a natter with me when they are here.”

Staff knew how to raise concerns and access support. There were clear procedures for regular team meetings. Staff consistently positive about the registered manager. Several staff told us, “The manager’s door is always open.”

Staff had opportunities for their voices to be heard via regular meetings, surveys, and clinical supervision. Leaders had an open-door policy to ensure that people can approach them. Senior leaders visited the service regularly to meet with people and staff. Leaders understood their responsibility of duty of candour and were willing to give people a sincere and timely apology when things went wrong. Staff felt confident to speak up and raise any concerns or examples of poor practise with the management. Staff trusted leaders would investigate any concerns sensitively and confidentially.

The whistle blowing policy guided staff on how to speak up. The provider actively promoted staff to raise any concerns. The provider held regular meetings with staff, giving them the opportunity to raise any issues. Staff were given supervisions frequently, should they not feel able to speak up within a group setting. Leaders promoted openness and transparency within the home. There was a duty of candour policy in place.

Staff told us they felt respected, supported, and valued. Managers had a good understanding of equality, diversity and human rights. We saw that where people had protected characteristics these were respected.

The provider had clear policies and procedures in place regarding equality, diversity, inclusion and human rights. It was evident the management team followed these so that staff with protected characteristics were supported appropriately and protected from discrimination. Staff were supported to complete training on equality and diversity so they could understand and support people and colleagues with respect.

It was evident the registered manager had a good understanding of their responsibilities and maintained oversight of people’s care. One staff member said, "They are always walking around the home to see what is happening." There was a clear audit structure in place to make sure key areas of risk were regularly reviewed. Staff were regularly involved in staff meetings and told us they had opportunities to discuss their ideas and opinions and contribute to the governance of the service.

Members of the management and staff team were involved in carrying out a range of audits and checks covering all aspects of the service. Staff fed back daily about any changes in people's support needs or issues via meetings and handovers, which were recorded and monitored. The provider and registered manager had ensured they reported notifiable incidents to the CQC as required by law. We found that audits of medication needed strengthening to ensure that in future they identified the issues we found during our visit.

People and their relatives were mainly positive about their experience of the team at Bentley Court Care Home. One person told us, "It is well run and organised."

Staff told us they worked with healthcare and social care services in the local area to help support people’s needs. They were also positive about the team working within Bentley Court Care Home. One told us, “It's the best home I have worked at."

Overall feedback from partners was positive about Bentley Court Nursing Home. One social worker we spoke to told us about the positive impact that the home had on a placement there.

Records seen evidenced involvement of partners. The service worked with a range of partners and had established links with local services. Staff worked with a range of healthcare services and hospitals.

Staff were encouraged to participate in a range of training to enable them to fully support people’s identified needs at Bentley Court Care Home. We saw from the training matrix that staff had completed the training required by the provider.

The provider had systems in place to seek and act on feedback from people, families and staff and systems in place to monitor and improve the service. There was good oversight of the service. Where we identified areas that required attention these were actioned immediately.