Turret Villa Retirement 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.

At our last assessment we rated this key question requires improvement. At this assessment the rating has remained as requires improvement. This meant the service was not always consistently managed and well-led. Leaders and the culture they created did not always promote high-quality, person-centred care.

The provider was no longer in breach of legal regulation in relation to good governance as identified at the last assessment

There was a positive culture and shared direction amongst staff at the service. The management team had made significant improvements to the service since the last inspection. Staff felt able to speak up about concerns or make suggestions for improvements to the service, they raised no concerns about diversity and inclusion. The management team worked in partnership with most health and social care services to benefit people. The service learnt from accidents, incidents and other events. The provider had not followed the recommended guidance from the fire service or the fire alarm maintenance company meaning people were at risk of harm.

This service scored 62 (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 and people felt there was a positive culture at the service. Communication channels between people, staff and management were open and effective. The registered manager was proud of how the staff team promoted the service’s values. When asked whether there was good staff morale, a staff member said, “Yes definitely and [the registered manager] appreciates my experience. I feel valued. I have never worked with a manager who is so supportive and interested before.”

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 had good oversight of the service. Staff said the management team were supportive. When asked whether the manager was fair and approachable, all the staff we spoke to answered positively.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Policies and procedures were in place to make it easy for staff to speak up. All the staff were aware of the process to raise problems and how to contact the provider if they needed 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. We asked staff whether they had ever experienced discrimination and no concerns were raised with us.

The provider did not have clear responsibilities, roles, systems of accountability and good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

The provider had not acted on the problems identified by external bodies with the fire alarm system and emergency exit routes. This meant people were placed at risk of harm.

Other aspects of governance were managed well. Regular reviews of records, accidents, incidents and feedback from people and staff was used by the management team to ensure the service was providing good quality care.

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. A healthcare partner said, “Generally, collaboration with the team at Turret Villa is good, and most information is shared in a timely and appropriate manner. Staff do typically listen to the guidance provided by our team and strive to follow instructions carefully.”

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.

The registered manager had implemented a number of improvements in this area since the last inspection. When accidents or incidents occurred lessons were learnt from them. There was a lessons learnt folder for staff to review regularly. Staff were regularly observed and received constructive feedback so they could improve if needed.

The service had received support from the local authority to make improvements since the last inspection. The local authority praised the management team for their openness to advice and dedication to make improvements to the service.