The Paddocks

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• 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

Quality assurance systems were in place to ensure people received safe and personalised support. Quality monitoring systems were in place to ensure people’s feedback were sought to make improvements to the service. Systems were in place for staff to raise concerns. The care home worked in partnership with external professionals to ensure people were in the best of health. Learning took place following audits and feedback to ensure there is a culture of continuous improvement. Relatives and staff were positive about the management of the home.

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 home manager told us they are working towards a culture of openness, person centred care and empowerment, which was done through delivering a quality service and empowering people and staff to make decisions and requesting feedback. Staff were positive about the culture of the home. A staff member told us, “Since I worked at the service I’ve been supported by my manager and given training opportunities to help further my skills. My induction was very helpful and gave me a good insight of how to do my role” A relative told us, “[Person] will only let people support [person] in the way [person] wants. Staff have built up a positive relationship with [person]. They all know how to support [person]. Some staff have left due to culture changes, which has been positive. The culture has really improved. The manager arranged a day where we all meet up and give staff award that have achieved positive outcome.”

The services Business Plan and Visions and Aims placed people at the heart of the service and staff feel proud working for them. We found that people were supported well and staff were positive about working at the home. Service objectives were monitored through audits. The home manager and staff were all aligned towards the vision of the home, which placed people at the heart of the vision.

Staff and relatives were positive about the home manager. A staff member told us, "The manager is very supportive, understanding and approachable." A relative told us, “They ensure all new staff know how to support [person] and they will show staff. The manager is good and easy to talk to and responds to issues very quickly.”

A home manager was in place who knew the home, people and staff well. Staff were positive about the management of the home and relatives told us people enjoyed living at the home. The home manager had received leadership training as part of their role and told us they were supported. Pre-employment checks had been made prior to employing the home manager. The home manager has set up a number of initiatives such as recognising staff achievements and workshops for relatives to provide feedback, which has made a positive impact to both staff, relatives and people.

Systems were in place for staff to raise concerns internally and externally. Staff knew how to use the whistleblowing policy and understood their role and responsibilities of reporting concerns and knew who to go to if they needed to. The home manager told us that they have discussions, which helps them to understand that staff were clear on how to report issues or concerns. Also, they have done a scenario on how to report issues to the safeguarding team at the local authority.

A whistleblowing policy was in place that included details on how to raise concerns both internally and externally, which allowed staff freedom to speak up. Staff feedback was also sought as part of supervisions and staff meeting.

Staff were positive about the management of the home and enjoyed working at the home. The home manager told us, “All staff are respected as individuals and attend training. When decisions are made this is done on an individual basis and if we can meet staff adjustments, we will however it needs to be in line with the running of the service and fairly done.” Staff understood that racism, homophobia, transphobia or ageism were forms of abuse. They told us people and staff should not be discriminated against because of their race, gender, age and sexual orientation and everyone were treated equally.

Flexible working arrangements systems were in place as shift plans showed staff were able to work flexibly when required. Systems were in place to record incidents towards staff and action taken to ensure staff were safe. An equality and diversity police was in place.

The home manager told us, “It has been challenging time with important changes within the team. However, we have done this in a number of different ways, for example through staff meetings and training. We have also involved families as part of improving the service. I carry out spot checks and work with staff on shift to ensure people were being supported correctly. I am working in changing the culture of the service at present."

We saw evidence that range of audits were carried out covering different areas such as on medicines, accidents and incidents and learning from them, first aid audit, environmental audit and people’s care plans and risk assessments and daily notes. We saw evidence that the home manager had a system in place to identify any improvements to the service, which were added to an improvement plan. This information was shared with the staff during staff meetings.

The home manager and staff told us they worked in partnership with health and social professionals to ensure people were in the best of health at all times. The home manager told us, “We work very closely with the local authority and health professionals for example we make appointments with GPs and there are regular health reviews taking place.”

Feedback from partners were positive about the home and there were no concerns.

Records showed the home worked in partnership with social and health professionals to ensure people received safe and high quality care and to ensure they were in good health.

The home manager told us they are working towards a culture of continuous improvement to ensure people received personalised safe care at all times. This was being done through regular audits, review of care and staff supervision and meetings. The home manager commented, "By ensuring that regular supervision is carried out and staff meetings are completed to discuss what works and what needs improving. We also review people’s care plans and involve people and relatives. We recently done a training session, which relatives were involved." A relative told us, “Yes, they do ask [person] to give feedback this is done by the residents meeting.” Another relative commented, “The manager is very nice, and she listens to my suggestion and is working with the service to improve.”

Systems were in place for learning and improvement. Records showed learning had taken place following our last inspection and shared with staff to ensure improvements had been made. Audit arrangements were in place to ensure improvements and learning are sustained. We saw evidence that the provider had an action plan, of actions that needed to be completed following from audits that were completed by the service. This also meant there was a cycle of continuous improvement.