Quay Court Care Centre

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

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 good. At this inspection the rating has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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 service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The registered manager described the culture they supported within the service. They said, “We encourage each other to be open and transparent, (staff) support our open and honest culture, we all understand we are all here for the same purpose and this is ensuring people receive good quality care. For staff to feel valued and appreciated it goes a long way”.

The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Staff spoke positively about the culture and values promoted by the registered manager and provider. Staff told us, “(Provider) is always there if you need him”, “I’m always supported even through the bad times I’ve had personally. The culture at work is really positive, we are so lucky” and “(Registered manager) and (provider) work really well together”.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager described the lengths they would go to to protect the rights of anyone who spoke up within the service. They told us, “We need to thank anyone who comes forward and raises and concerns whether it’s a relative, or a staff member concerned about practices within our home. I would reassure the person that they had done the right thing and maintain complete confidentiality. If I needed to, I would not hesitate in raising a safeguarding concern (with Local Authority Safeguarding Team)”. Staff, people and relatives stated they felt able to raise anything they felt was important. One staff member said, “I’m more than confident that I would be listened to and that (registered manager) would act appropriately”.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. We saw examples of where the registered manager and provider had made reasonable adjustments for staff with protected characteristics. This included the use of technology and tailoring day to day practices to support their needs. The registered manager told us, “When we have honesty, integrity, kindness and compassion for each other then we have mutual respect for each other”.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. Without exception the leadership team at Quay Court understood their roles and regulatory responsibilities. The leadership team were able to articulate how they continuously reviewed their governance and systems to further improve the good high-quality care that people received. Robust quality assurance systems were in place. These included audits of accidents and incidents, safeguarding, care plans, statutory responsibilities, and medication audits.

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 benefited from the providers partnership working with healthcare services in the local area. For example, peoples GP’s, District Nurses and Occupational Therapists. One healthcare professional we spoke with told us, “They do not hesitate to get in touch, they are responsive to peoples changing needs and they always follow our recommendations. We really like (Quay Court)”.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research. Audits were clearly instrumental in driving good governance within the service. Results from audits included action taken to help to drive improvement and develop staff and systems further. The service continuously looked at how they could support in a way that met people’s individual’s needs. The home sought people's views and opinions from residents. Staff had access to team meetings and records confirmed the registered manager took action when they received feedback.