Victoria Court Private Rest 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.

This is the first assessment for this service under a new provider. This key question has been rated 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 provider 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. The registered manager shared their vision for people to feel safe and cared for in an environment that felt like home to them. Staff told us they felt there was a good culture at the service based on equality and diversity.

The provider 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. The registered manager told us they had a well established and experienced senior team to support people and staff.

The provider and operations manager were frequently at the service to provide support to the registered manager and oversee developments in the home.

The registered manager understood their responsibility under duty of candour to be open and honest when things went wrong. Notifications of accident, incidents or safeguarding concerns were submitted in line with requirements, on time to the relevant authorities.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff were encouraged to speak up. There were policies and processes in place supported this. Staff had the opportunity to speak up if they had any concerns and told us they felt confident they would be listened to.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. The registered manager had developed an inclusive workforce and recognised the value of diversity amongst the team. Staff told us they felt everyone worked well together as a team.

The provider 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 acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The registered manager and provider had good oversight of the service. The registered manager monitored the service through a number of audits they had in place to evidence quality assurance processes. These audits helped to shape the service with actions plans for continual improvement and oversight. There was engagement with people, relatives, staff and stakeholders through quality assurance surveys to gain feedback and identify areas for continual improvement to provide positive outcomes for people.

The registered manager understood their responsibility under duty of candour to be open and honest when things went wrong and investigate these. Notifications were raised promptly to the appropriate authorities when required these included the CQC and local authority safeguarding team.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. The registered manager worked with other healthcare professionals to ensure people’s healthcare needs were being met and reviewed. This included GPs, community nurses, social workers, dentists and SALT. Where people needed hospital reviews and specialist appointments the registered manager ensured people received appropriate follow up. We received positive feedback from healthcare professionals with the level of engagement the service had with them.

The provider 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 contributed to safe, effective practice and research. The registered manager shared any learning from accident, incidents or complaints to drive improvements and provide effective care and support to people. Learning was shared during meetings, feedback sessions and supervision.

Staff were supported to develop their skills through learning and development provided at this service. This included face to face training, observation of practice and enrolment on to nationally recognised training programs.

The registered manager networked with other services and registered managers within the providers portfolio to share ideas, learning and innovations.