Buckingham House

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 had been clear improvements in the care provision for people, and the staff group were supported and trained to carry out their roles. Although the home had been without a registered manager since October 2023, a new manager was now in post, but is yet to register with CQC. Time was needed to stabilise and establish the management team long term. The provider’s governance systems were effective, and the provider had worked through an action plan to address the concerns we found at our last inspection. The leaders of the service were visible, and staff told us they felt supported. We received positive feedback from professionals that leaders of the service built good relationships with professionals and people who used the service. Whilst there had been significant work undertaken to improve the service, there were some aspects that still required attention. The systems that were now in place had a positive impact for people and the staff group. However, further time was needed to embed and sustain these systems.

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.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff told us they felt able to raise anything with the provider and felt they would be listened to. They were aware of the provider’s whistle-blowing policy and who they could contact outside of the company to also raise concerns, if they felt it necessary.

Processes were in place to allow staff the opportunity to speak up if they felt it was needed. The provider had a robust whistleblowing policy in place which staff demonstrated good knowledge of. Staff had regular meetings to give them space to express any ideas or concerns they may have and were confident their suggestions would be heard and acted upon.

Staff told us they felt valued and supported in their roles. The management team spoke with pride of the whole staff team and reflected that their hard work helped make Buckingham House a positive place to live and work.

The management team had a clear plan to monitor and evaluate its progress, which ensured staff feedback was sought at regular intervals.

There was a management structure in the service which provided clear lines of responsibility and accountability. The management team were committed to providing a service that was person-centred and put people firmly at the centre of all they did. We saw people and staff approaching the management team and it was apparent that people felt relaxed in their company and that they were used to spending time with them.

The management team undertook a number of regular audits to drive good quality of care in the home. They understood their responsibilities to raise concerns, record safety incidents & near misses, and report these internally and externally as necessary. The senior leadership team understood their responsibilities under the legislation and ensured that all significant events were notified to the Care Quality Commission. We use this information to monitor the service and ensure they responded appropriately to keep people safe.

People told us they were supported to maintain good contact with family members who live far away from the home or overseas. People told us about some of the activities they have been involved in recently and how they had enjoyed them.

Staff supported people to engage in trips and activities in the community. People were supported to have visits from relatives and family members.

Staff and management were open and transparent, and they collaborated with all relevant external stakeholders and agencies to submit information such as safeguarding concerns in a timely manner which ensured people remained safe.

The management team had an action plan in place which included developing links with local services and the community.

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.