Regents 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

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. We assessed a total of 5 quality statements from this key question. We have combined the scores for these areas with scores based on the rating from the last inspection, which was inadequate. At this assessment improvements were found and the provider was no longer in breach of the regulations and this key question has changed to requires improvement. This meant the service was well managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care, however audits and checks required strengthening and time was needed to ensure these were embedded into practice to continually drive improvement. People and relatives told us the service had improved since our last inspection. Staff told us there had been improvements with the leadership which was working much better. People, relatives and staff felt the registered manager was visible within the home and listened to people's and staff's views about the way the service was run.

This service scored 57 (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 they had done a lot of work to change the culture at the service to ensure people they supported were at the centre of care and support. New care staff told us they could bring their previous care experience to help support the management team in improving the care provision for people. Staff confirmed they were listened to when suggestions were made. All staff told us they enjoyed working at Regents Court.

The management team had clear values and were aware of the direction they wanted to take. The registered manager had developed a listening culture where they were available for staff to talk to.

Relatives were positive about the leaders of the service. One relative said, “Difference in the last 6 months is phenomenal and I’m so grateful to the new management team and staff, they’ve really turned the home around.” While a further relative said, “The new [registered] manager has a different style [to the previous registered manager] and the home is now well run. The staff seem happier and well supported, it’s much better now in terms of organisation.” A new registered manager had been appointed since the last inspection. They had returned to the home, having previously been a registered manager at the home in 2022. A new deputy manager had also been in place since the last inspection. The new management team had evaluated issues at the service and were driving improvements. There was a culture of support being provided to the senior team and care staff working at the service. The registered manager was being consistently supported by the provider to action the changes and drive improvements at the service.

The registered manager was being supported by the provider. It was clear they had an open and transparent working relationship. The registered manager told us they had support from the provider to embed changes and improvements at the service. There were identified roles and accountability for staff to focus on.

Significant improvements had been made for staff to speak up and raise their concerns. Staff we spoke to told us they were able to speak up freely and were provided with various avenues to do this. Clear information and guidance around processes and next steps were made available to all staff. All staff we spoke with were aware of the provider’s whistle blowing policy. All staff felt confident action would be taken where concerns were raised.

Processes were in place to enable people and staff to speak up. The registered manager was aware of the duty of candour process if something had gone wrong.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff feedback was positive about the registered manager and the support they received to do their job effectively. One member of staff said, “[Registered managers name] is really good, very approachable and good at listening.” The deputy manager told us they spent time working with the staff to support people by leading by example, to help continue to drive improvement.

The registered manager carried out routine audits on care plans, incidents and accidents and spot checks on staff performance, where shortfalls were identified, prompt actions were taken to address this. However, checks and audits of the environment required strengthening, in order for shortfalls to be identified promptly so actions could be taken to resolve this. For example, where this assessment identified some window restrictors which were not in line with HSE guidance. The provider had carried out monthly audits to address identified shortfalls. While the provider’s audits were broad in their range and covered a variety of areas, they did require strengthening to become more structured, and in-depth; with accountabilities and timescales given to those staff who need to address the identified shortfalls. The registered manager had given staff a clear direction of their vision for the service. Staff understood their role and contribution in sustaining improvements. The registered manager made statutory notification when required and raised safeguarding alerts to the local authority where necessary. The registered manager had taken action to respond to concerns identified by partner agencies. We found the leadership team open and honest about the challenges they had faced, and they demonstrated a commitment to provide a quality service for people who were using their service.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The provider and registered manager supported staff with developing their skills and knowledge. One member of staff said, “I have completed lots of training. I have been a carer for a long time, but I’ve done training here I hadn’t done before, so it’s good to learn something new.” The registered manager told us how hard their staff team had worked and how proud they were of them. They could see the positive impact this had had on people’s health and how this had improved people and staff wellbeing. The deputy manager told us how much of a positive effect the registered manager had on the service, and felt the service was moving in the right direction. The provider and registered manager recognised improvements were needed to the service to improve it cosmetically. They had been open with staff, people and relatives about this. One relative had told us, “We know the environment could do with a little bit of TLC.”

The provider was clear about their vision and values and were aware they had more work to do to ensure all processes were communicated clearly and embedded to support learning and innovation. External relationships were being developed so care provision was joined up, working towards delivering a high quality and consistent service to people.