Coumes Brook Home Limited

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 vision and values of the home were understood by staff and embedded in the way staff delivered care. The registered manager and staff had developed a strong and visible person centred culture in the service and all staff we spoke with were fully supportive of this. Staff told us the management team were knowledgeable, inspired a caring approach and led by example. The provider was in the process of improving their systems for recording, investigating, and monitoring accidents and incidents within the service. People, their relatives and staff were all positive about the way the home was managed.

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 provider was passionate about improving people’s quality of life and it was clear staff shared this vision and were proud to work for the service. They told us, “I love my job, its like a big family" and "its so homely and personalised."

The provider had a good oversight to monitor the quality and safety of the service. There were processes in place so lessons were learnt and action taken to improve the service when needed. Staff had created a culture where people were at the heart of the service and involved in every aspect of their life and this was embedded into the ethos of the service.

Staff said the registered manager was a kind, caring and compassionate person. Staff said, the registered manager always made time for people to voice their thoughts and concerns. Without exception staff said the registered manager fostered a sense of belonging for people and staff.

People were involved in shaping the culture, vision and values of the service. There was effective teamworking and collaboration and staff were valued and respected. The registered manager had a shared vision, strategy and culture that was based on openness, equality, diversity and human rights.

Staff told us there was an open culture at the home. They said they felt encouraged to share their thoughts, experiences and improvement ideas. They said they were supported to talk about their own wellbeing when they needed to without fear of discrimination.

The service and the provider had effective systems and processes in place to allow staff and people living at the service to speak up and voice concerns. This included daily meetings, whistle-blowing policy quality assurance surveys.

Staff felt respected, supported, and valued. Staff said they could raise any concerns without fear. They said the service promoted equality and diversity in daily work and provided opportunities for development and career progression. One staff member said, "The managers are so approachable, I would go as far as to say the best managers I have ever had."

The service had an equality and diversity policy. Managers ensured this policy was followed.

Staff and managers were clear about their roles and responsibilities and supported each other well to effectively carry out these roles and responsibilities.

The service had quality assurance systems in place, and up to date policies and procedures which reflected current legislation and good practice guidance. The provider had completed a review of systems to monitor and improve the quality of the service. This included using information from audits, complaints, incidents and safeguarding alerts to improve the service. The provider's governance and quality assurance systems needed to be embedded to evidence their effectiveness as well as demonstrate clear oversight and scrutiny of the service, so continuous improvements are made and sustained.

People told us they were happy with the support they received and felt staff were competent. Relatives felt staff were skilled and they contacted health professionals when this was needed.

Staff told us that a variety of health and social care professionals were involved in supporting people.

We received positive feedback from partners and stakeholders. They told us the service worked collaboratively with them and they had no concerns for peoples welfare. One health professional said, “The staff are extremely caring and they come across as a hard working team."

The provider was transparent and collaborative with all relevant external stakeholders and agencies. It worked in partnership with key organisations and healthcare professionals to support care provision, service development and joined-up care. Records showed the provider also worked closely in partnership with health and social care professionals to support safe care provision. Advice was sought, and referrals were made in a timely manner which allowed continuity of care.

Staff told us the provider encouraged them to be innovative and empowered them to access additional training and professional development.

The management team were proactive in using information from audits, complaints, incidents and safeguarding alerts to improve the service. The managers worked with staff to understand how things went wrong and involved them in finding solutions.