De Bruce Court

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

The provider had effective systems and processes to monitor and improve the quality of services provided. Staff told us the felt supported by the newly appointed manager and senior management team and feedback from staff was positive. The culture of the service was good. Staff were able to speak up when they needed to. Partnership working was good and comments indicated the service had improved since our last inspection.

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.

Staff told us they were happy in their roles. Staff said all colleagues had a good understanding of equality and diversity and people's human rights were maintained.

There was a clear vision and culture within the service. The management team had an open-door policy to make staff feel comfortable voicing opinions and ideas; this was evident by the staff meetings and suggestion boxes. The introduction of new systems had provided staff with a clear direction and understanding of the services values.

Staff told us the new manager was very capable and worked with integrity and honesty to continue to improve the service. Staff said the new manager was visible and knew the people who lived at the service well. The new manager gave us a list of ideas and improvements they wanted to make over the next few months, including further work on activities. Staff said they could ask for reasonable adjustments to their working patterns, for example, changes in family commitments; and this was always considered.

There was a new manager in place who had started the process of applying to become the registered manager. Staff had opportunities to develop, and this was fully supported by the management team. An action plan was in place and the new manager was working to address any items outstanding. Meetings took place to help embed ideas and any changes required.

Staff told us they would have no hesitation to speak out if they had any concerns. Staff had received training in whistleblowing and safeguarding. One staff member gave us an example of a safeguarding concern they had had which was dealt with "very well."

A 'whistleblowing’ and safeguarding policy was in place for staff to follow. Any concerns or lessons learnt were discussed in meetings appropriately.

Staff said they were supported by a non-discriminatory management team. The provider had a multicultural team in place, who told us they were happy and felt supported.

Processes were in place to ensure a diverse culture was present at the service. The provider employed staff on a sponsorship from the Home Office and had been successful in obtaining a licence to do this.

Staff told us there were regular staff meetings to discuss people risks. Management were aware of their roles in quality, safety, and governance, and could explain the governance structures in place. The new manager explained the skill mix of staff was important, and how they ensured this was matched with the needs of the person.

Governance processes were in place. The provider’s quality monitoring systems gave oversight of care and support delivered within the service. The new manager had a range of audits and checks in place to review practice and address any shortfalls identified. Accidents and incidents had been recorded, reported and action taken to mitigate further recurrences. Statutory notifications, including safety incidents have been sent to us to keep us informed of specific events occurring at the service. The registered persons are required by law to submit these statutory notifications.

People said staff worked well with other external professionals to fully support them. A healthcare professional said, "The home is well-run, very positive impression. I’d recommend it for similar people. I’m impressed. It’s a very good set-up."

The new manager said they had excellent working relationships with community nurses, local mental health services, and several local authorities. Staff told us how they worked with other healthcare partners and knew how to access support services within the community if people needed it.

One healthcare professional said, "The staff morale has improved, and staff are nothing but friendly." Another healthcare professional said, "The home is well-run, have a very positive impression. I’d recommend it for similar people. I’m impressed. It’s a very good set-up."

Processes were in place to ensure partnerships and community links were forged. One healthcare professional said, "Multi agency team meetings take place. Transition to and from services is very successful, well researched and carefully planned."

Staff confirmed there was a strong focus on improvement within the service. There was a focus on training to provide good outcomes and quality care to people. One staff member said, “I started as a support worker and with the help and support of the management team I have been able to progress within the service. I will be undertaking another qualification which will enable me to be gain another promotion. There is so much support here and they really help build your confidence.”

Processes were in place to embrace, learning, improvement, and innovation. Feedback was gathered in a number of ways and the new manager was looking at ways to further enhance this, including reviewing communication with relatives. An action plan was in place to improve the service.