The Old Rectory Nursing 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

The Old Rectory was well managed and well-led. The registered manager created a culture which promoted person-centred care for people and included staff in a shared vision. Governance processes were effective and ensured a good quality care and support was maintained. The registered manager was supported by a management team, including senior staff and nurses. Together they supported staff to deliver care and support that was safe, integrated and person-centred. Staff felt supported and able to speak up to raise issues or concerns.

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.

There was a positive culture and shared direction within the service. Staff had confidence in the management team and said they were supportive. Staff said they felt included and involved in the service.

Processes in place promoted an open and transparent culture within the home. The registered manager actively engaged with people, staff and professionals and strived to ensure the home provided a good standard of care and support.

Staff told us they felt well supported and had access to training that supported them to carry out their roles effectively. Staff spoke highly of the registered manager and said the management team were approachable. One member of staff said, “The manager is brilliant, and the owners are very approachable too.” Staff had clear direction and understood their roles and responsibilities.

The management team understood their roles and responsibilities and promoted an inclusive environment. Staff supported the culture and values of the service and were passionate about improving the home.

The registered manager told us they were the speak up guardian within the organisation. Staff told us they felt comfortable approaching the registered manager and felt concerns would be appropriately handled and dealt with.

The provider had a whistleblowing policy in place, and this as discussed with staff on a regular basis. Staff were also encouraged to be open, honest and to raise issues. Regular staff meetings took place and any concerns were discussed.

Staff told us the management team were approachable and fair. Staff commented that flexible working patterns had provided a good work life balance.

The registered manager and provider listened to feedback from staff and used this to improve the service. Staff felt included and valued.

Staff told us the management team were approachable and visible within the home. One staff member said, “We often see [manager] walking around the home, supporting us.”

Systems were in place to promote good governance, and the management team were focused on looking at ways to continually improve the service and people’s experience. A series of audits were in place to monitor the quality of the home. Any areas for improvement were addressed in a timely way.

Some people told us they were involved in meetings to discuss the running of the home. People and relatives told us staff were approachable and always available if they needed anything. One relative said, “If I want to ask a question or find out what is happening about appointments there is always someone I can speak to.” One person said, “I talk to the staff if I need to know something.”

Staff and leaders told us they referred people to healthcare professionals as required. Staff told us their advice was followed to improve outcomes for people.

Staff and leaders worked well with professionals to ensure people received the most appropriate care and support.

We saw evidence that professionals visited the service to support staff to care for people. We saw people's care plans included referrals to healthcare professionals as and when required. Advise was documented in care plans and reflective of people’s current needs.

The registered manager involved all relevant people in learning and improving the quality of care and support. Staff felt involved in the home and took pride in their work. The management team and staff were focussed on improving outcomes for people.

Processes were in place to ensure learning took place. Person centred care and teamwork audits looked at areas to learn from and discussions were held with staff regarding improvements.