Bank House 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

Governance systems had been introduced however we found these had not identified shortfalls we found during our assessment, such as the management of medicines. Audits and checks needed expanding upon and embedding to evidence robust and effective oversight of the service. The manager worked closely with relevant agencies to make the necessary improvements. Feedback received has been positive about the actions taken over the last few months.

This service scored 61 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We asked staff if they were aware of future plans for the service and if there was a culture that valued people. One member of staff said, "I can feel the difference since the new manager has started. We are getting there. There’s more consistency, more leadership." Another member of staff added, "We are trying to build the standards and reputation of the home again."

During discussions with the manager, they were aware that systems and process are still being developed and need embedding further. Implementation of resident and relative meetings, surveys and team meetings, this provided better opportunities for information to be shared and well communicated.

People’s relatives felt the new manager was making improvements and this was seen when they visited the home. Relative and residents meetings had been held where the manager introduced themselves and informed them of events within the home. One relative told us. “The managers are all approachable and you can ask them for anything.” Two people we spoke with didn’t know or couldn’t remember who the managers was.

There were a range of systems in place to ensure strong leadership. These included staff meetings, relative and resident meetings, feedback surveys, governance systems and producing management /KPI reports.

Staff told us they felt comfortable speaking up and would not hesitate to report any bad practice. Staff said the culture within the home encouraged this to be done.

There was a whistleblowing process in place. Staff had several avenues to report any concerns both in a confidential way, or group setting. For example during staff supervisions or at team meetings.

All the staff we spoke with said they felt treated as equals and had their ethnic backgrounds respected.

Staff received specific training in this area and we found appropriate arrangements were in place for celebrations such as Eid, as well as the use of a prayer room.

All staff understood their roles, accountabilities and who they reported to. Staff said they felt comfortable speaking with the manager about any concerns and also discussing their role. The registered manager said they received good support from the provider and was aware and receptive to our feedback about the areas that needed to improve.

Governance systems had been introduced, however we found these had not identified shortfalls we found during our assessment, such as the management of medicines. Audits and checks needed expanding upon and embedding to evidence robust and effective oversight of the service. This was a breach of regulation 17 regarding good governance.

When speaking with the home manager, they recognized the need to be open and actively seeks support from other agencies if additional guidance needed. The home had been working closely with the local commissioning team to address their improvement plan and had incorporated any shortfalls identified. They recognized a lot of improvements were needed but felt confident this could be done. At the time of the inspection, the home were working closely with the pharmacy and GP to resolve issues relating to people’s medication. The service were also working with Bury Well-being Centre, which focused on activities for people living with dementia.

The service was working closely with the local authority which included commissioning, infection control and social work teams.

As part of regular stakeholder engagement, the service were working towards and making good progress with an action plan, monitored by the local authority.

Staff told us they were encouraged to share their ideas about areas for improvement. One member of staff said, "Everyone is open."

Records were being introduced to record any 'Lessons learnt' from incidents, along with any actions taken. The manager was in the process of implementing a 'You said, we did' system to demonstrate how any feedback was responded too. Any audits completed were reviewed by the director to ensure these were thoroughly completed.