Foxton Court

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 leadership, management and governance assured high‑quality, person‑centred care, supported learning and innovation, and promoted an open, fair culture. At our last assessment we rated this key question good. At this assessment 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 79 (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 and their communities.

Staff were able to describe the culture and values of the service and said they were proud to work there. Minutes of staff meetings showed staff were kept informed of the direction and goals of the service.

The registered manager and senior management teams encouraged openness and transparency, and this was evident throughout the assessment process. Staff spoke about a strong sense of teamwork and a shared commitment to delivering personalised, high‑quality care.

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.

Staff described managers as accessible and responsive. People and relatives said senior staff were friendly, visible and attentive.Staff felt supported to provide safe, compassionate care, and leaders remained committed to ongoing quality improvement.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff and management had received training and were aware of the whistleblowing policies and procedures, and employees reported feeling able to raise concerns.

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.

Staff feedback was encouraged via meetings and supervisions, and organisational policies supported an equitable workplace culture. A staff member said, “We regularly receive notifications advising staff when policies are available to read and sign, often as a ‘policy of the month’.

The management team were made aware of potential language barriers within their diverse workforce through feedback received during the assessment, and the registered manager confirmed they would review this further as no issues had been raised with them. Other comments from staff, included, “HC-one is a good company to work for”, “I feel comfortable raising concerns and confident in my role” and “Staff are dedicated, and managers are approachable and supportive.”

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.

Senior staff carried out regular audits and checks to ensure risks were reduced when identified. This included in relation to medicines, care plans and health and safety. Leaders understood their responsibilities and acted whenever shortfalls were identified. The provider was keen to review audits and checks in light of the feedback we had given during the assessment as a learning measure.

People experienced positive day‑to‑day care. The service remained stable, well organised and focused on ongoing improvement.

The statement of purpose, (which is a short, legally required document that explains what a service does, who it supports, and how it operates under Care Quality Commission registration) needed some minor updates. The provider addressed this before the end of the assessment.

The provider demonstrated an exceptional commitment to collaboration and partnership working, ensuring people benefited from seamless, coordinated support and opportunities that enhanced their quality of life. Staff worked proactively with healthcare professionals, community organisations and local groups to improve outcomes for people, with both staff and external professionals describing positive, respectful and effective working relationships. This collaborative approach ensured people received personalised support that reflected their needs, preferences and aspirations.

The service was highly valued within the local community and had developed extensive, meaningful partnerships that enriched people's lives and helped prevent social isolation. Strong and sustained links had been established with three local schools, including a preschool, first school and middle school, with children and young people of different ages regularly visiting the home. These long-standing relationships were embedded within the culture of the service and provided ongoing opportunities for intergenerational learning, friendship and community involvement.

People actively participated in a wide range of intergenerational activities, building meaningful connections with younger generations and contributing to their local community. Residents received tuition in British Sign Language alongside children from the preschool and first school, with the children later performing a show at their school which residents were invited to attend. The service also hosted middle school students working towards their Arts and Music Award, creating opportunities for people to share their experiences, stories and knowledge while supporting young people's learning and development.

The impact of these initiatives extended beyond social activities. Relationships between residents and local children promoted mutual understanding, respect and inclusion, while providing people with a strong sense of purpose, belonging and connection to their community. Two pupils were also supported by the service as part of their Duke of Edinburgh Award, further demonstrating the provider's commitment to creating meaningful partnerships that benefited people of all ages.

Staff also recognised the importance of supporting people's spiritual wellbeing and identity. People were actively encouraged to continue practising their faith and maintain involvement in religious groups that were important to them. Through strong community engagement, innovative intergenerational working and a culture that promoted inclusion and belonging, the provider helped people maintain valued relationships, contribute to their community and experience exceptionally positive outcomes that enhanced their wellbeing and quality of life.

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. This was done through actively contributing to safe, effective practice and research.

Staff were encouraged to share new ideas to improve care, wellbeing activities and the environment. The service promoted a culture of learning and continuous improvement and engaged with external research to support evidence-based practice. The home was recognised by the National Institute for Health and Care Research (NIHR) as an ENRICH Member and Research Ready Care Home. Residents and staff had supported the VIVALDI study since 2020, demonstrating the provider’s commitment to learning, improving practice and contributing to wider sector knowledge. VIVALDI isa University College London (UCL) study that ran for nearly three years during and following the COVID‑19 pandemic until April 2024.

Some people used various IT equipment and following requests, staff delivered an internet safety awareness session and invited Age UK to provide more detailed guidance and support. This helped people increase their confidence in using technology safely while remaining informed, connected and independent.