Charles Court 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

We looked at all 7 of the quality statements within the key question of well-led. This means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last inspection we rated this key question requires improvement. At this assessment this key question has improved to good.

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 registered manager told us it had been a challenging year and how they were working hard to embed a culture where people were at the heart of everything. They told us they were passionate to promote quality nursing and dementia care where people, staff and families work as a team to provide a holistic approach which promotes wellbeing, autonomy and empowerment.

Processes were in place to promote a positive learning culture at the home. Staff were supported to gain qualifications. For example, 3 senior care staff had undertaken Care Home Assistant Practitioner (CHAPs) training. This training equips care staff with advanced skills and knowledge to perform tasks that are typically handled by nurses. For example, pressure area prevention, wound care management, tissue viability, dressings, wounds and pressure relief, administration of medication, catheter and stoma care. The aims and objective of the organisation were outlined in the Statement of Purpose. Staff understood and had received diversity and inclusion training.

The registered manager had daily support from both onsite staff such as the deputy manager, nurses and unit managers, and regular visits from the senior leadership team. In addition, regular weekly and quarterly calls were held with the leadership team to share information, provide updates and discuss any concerns. Staff spoken with felt valued by seniors, leaders and the management team. Staff told us they felt comfortable raising suggestions, ideas and opinions. For example, during staff meetings.

Systems and processes in place confirmed there was provider oversight and leadership. The management team demonstrated they were keen to continually develop and improve the service.

Staff told us they felt able to raise concerns. One staff member said, “If I had any concerns about anyone I would go to the manager.” Another staff member told us, "I would speak with managers if I had any concerns." The registered manager understood their responsibilities under the duty of candour. The duty of candour is to be open and transparent, and it sets out specific guideline's providers must follow if things go wrong with care and treatment.

The provider had a whistleblowing policy in place. The policy gave clear guidance for staff to follow and encouraged staff to raise concerns where needed without fear of victimisation, subsequent discrimination or disadvantage.

There was a diverse workforce and staff spoken with told us they felt respected, supported and valued. One staff member said, “I like management, they have supported me through difficult times." Another staff member told us, “Managers are very good, can ask any questions, they (managers) always answer. They are very approachable and supportive.” Staff told us they were provided with opportunities for development and career progression. One staff member said, “I would be supported to develop my role, if I wanted to.” Another staff member described how they had been supported to develop in their role by being provided with training which will enable them to carry out additional tasks. For example, tasks which would normally be carried out by nurses such as administration of medication.

The service had an equality, diversity and inclusion policy which sets out expectations of all colleagues as well as the actions required by the policy. Reasonable adjustments were made to help ensure everyone was treated fairly and their needs could be met.

Staff told us management and the senior leadership team were approachable. Staff demonstrated they understood their roles and responsibilities and could explain these. They told us supervision and staff meetings took place on a regular basis where they were able to share their ideas and opinions and could contribute. The management team were open and honest during the assessment process and were responsive to feedback. They demonstrated a commitment to provide a quality service for people.

A range of audits and checks were in place to monitor the quality of the service to ensure they delivered a high standard of care and to continue to drive improvement. The registered manager made statutory notifications when required and raised safeguarding alerts to the local authority where necessary. The registered manager was working through recommendations for improvements identified by partner agencies.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. People and their relatives did not raise any concerns in relation to referrals not being made to health and social care professionals. People were encouraged to maintain relationships, and visitors were welcome in the home.

Staff told us and we observed good working relationships with people, which led to positive outcomes. Staff advocated for people through referrals to professionals to provide the best outcomes for people.

A health professional told us communication was good and the service was excellent at getting in touch when needed. They said, “When it comes to continuity of care between services, I feel that staff are good. They know which services to contact and why. I do not have any concerns about the residents living at Charles Court. I feel that as long as staff continue to have regular training and are implementing what they are learning, their confidence will improve with wound care.”

Records confirmed people regularly saw external professionals when needed. Staff knew how to seek advice or make referrals as required.

Staff told us teamwork and morale had improved. The registered manager was transparent and shared it had been a difficult year but was committed to continue to make improvements. They told us how they want to ensure they provide a safe, comfortable and stimulating environment where people, staff and families work as a team to provide a holistic approach which promotes wellbeing, autonomy and empowerment.

Processes were in place to ensure learning and improvement from events. For example, a meeting was held following us identifying 2 people were not monitored following signs of becoming unwell. Complaints and actions taken were recorded. Communication was shared with the staff team to constantly improve practice.