Valeries Care Home and Valeries Home Care

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 inadequate. At this assessment the rating has changed to 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.

Leaders promoted a positive and inclusive culture within the service, which was centred on people’s rights, equality, and person-centred care. Staff told us there was a shared approach to delivering care that respected people’s dignity, diversity, and individual needs.

The provider sought feedback from people, relatives and professionals and used this to drive improvements.

Staff worked collaboratively with healthcare professionals, including GPs, district nurses, and the care home support team. This helped ensure a coordinated approach to care and promoted people’s health and wellbeing. Staff spoke positively about the culture of the service and felt they were part of a supportive team.

The registered manager led by example and promoted an open and transparent culture. Staff understood the values of the provider and how these were reflected in their day-to-day practice.

This ensured the service operated with a clear direction, supporting staff to deliver effective care and improving people’s outcomes.

Leaders were visible, approachable, and demonstrated the values of the service in their day-to-day practice. They had the skills, knowledge, and experience to lead effectively and promoted a culture of openness, honesty, and collaboration.
Staff told us they felt well guided by the management team and were able to seek advice when needed. One staff member told us, “I am really well supported, I can always find help if I need it.
Staff had opportunities to share their views and contribute to the development of the service. Regular staff surveys were conducted, and staff were encouraged to provide feedback and suggestions. These were discussed individually and in team settings.
Monthly team meetings were held, where staff could raise concerns, share ideas and receive updates. Learning and important information were shared during these meetings, helping to ensure staff remained informed and confident in their roles.
Relatives also spoke positively about the leadership of the service. One relative told us, “I cannot fault the home at all.”

The provider promoted an open culture where people and staff felt able to speak up and their views were listened to.

Staff told us they felt comfortable raising concerns and knew how to do so. A whistleblowing policy was in place, which provided guidance for staff on how to report concerns. Staff were aware of the policy and knew they could raise concerns through internal processes or use a dedicated email contact if they preferred not to speak directly with the manager. Staff had regular opportunities to share feedback, including during supervision sessions and staff surveys. These forums enabled staff to raise concerns, share ideas, and contribute to service improvements.

Relatives were also encouraged to provide feedback through surveys, supporting an open and transparent approach. This fostered a positive environment where concerns were taken seriously and used to drive improvement.

The provider promoted equality, diversity and inclusion within the workforce and worked to create a fair and inclusive culture for staff.
Policies and procedures reflected an inclusive approach, where staff were treated with respect and valued for their individual differences. Staff told us they felt treated fairly and valued in their roles.
Staff received equality and diversity training relevant to their roles. This contributed to an open and inclusive working environment. Leaders promoted a culture where equality and diversity were understood and embedded in day-to-day practice.

The provider had systems in place to support effective governance and oversight of the service. Roles, responsibilities, and lines of accountability were clear, which helped ensure the service was managed safely and effectively.

Systems were used to monitor the quality and safety of the service. The registered manager had oversight of key areas, including safeguarding, medicines, and risks. A governance tool was used to monitor performance and identify areas for improvement.

Where improvements were identified, action plans were developed and followed. For example, a need to improve staff supervision documentation had been identified, and updated records had been introduced and were in use. Feedback was actively sought and used to improve the service. Changes to activities and menus were reviewed and adapted in line with people preferences.

The provider acted on information relating to risk, performance, and outcomes. Statutory notifications were submitted to CQC as required, and referrals were made to relevant professionals and agencies to support people’s needs.

The provider worked in partnership with other organisations to ensure people received coordinated and seamless care. Information and learning were shared with relevant partners to support continuous improvement.

The provider collaborated with a range of health and social care professionals, including GPs and the podiatry team. This ensured people’s needs were met in a timely and consistent way.

The provider also maintained links with the local community. During our inspection, we observed students from a local college visiting the home and spending time engaging with people through conversation and activities such as singing.

The provider promoted a culture of continuous learning and improvement. Systems were in place to review incidents, feedback, and performance to identify opportunities for improvement.

Incidents and accidents were analysed, and a root cause analysis process was used to understand contributing factors and reduce the risk of recurrence. Learning from these was used to improve practice.

The provider gathered feedback from people, relatives, staff, and professionals through regular surveys. This provided opportunities to raise concerns, share suggestions, and inform service development. Records showed overwhelmingly positive feedback across all groups.

Feedback and learning were used to drive improvements and support the delivery of high-quality, person-centred care.