Providence 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 service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last inspection we rated this key question good. At this assessment the rating has changed to requires improvement. This meant the service management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

Systems were in place to drive improvement and identify any issues. Action plans were in place where needed. These were added to so to include actions needed following our assessment. However the systems had not identified, or addressed, the shortfalls we found in safe as part of our assessment.

People, relatives and staff were positive about how the service was run and the management team.

The team worked with external agencies and partners to help ensure people received good care. The management team shared their vision for the service they wanted to provide and staff were clear on expectations to achieve this.

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.

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

The registered manager had recently left to manage another of the provider’s services. The home was being run by an acting manager. Following our assessment, a new manager, previously at another of the provider’s locations, was starting at the home.

Staff were positive about the culture in the home, along with the new acting manager’s approach. A staff member said, “The home places a strong emphasis on understanding and meeting the individual needs of residents, ensuring they feel valued and respected. Also, we have very compassionate and dedicated team members who goes above and beyond to create a supportive environment for residents and their families.”

There were systems in place to help ensure care was personalised. Training and guidance were in place to help invest in staff. Managers advised how their walk rounds, checks and support helped assure them people received good care and staff felt supported.

Staff were positive about how the management team engaged with and involved them. A staff member said, “Most of the time they do spot check and ask for views which helps them to improve and maintain organisational policies.”

There were resident, relative and staff meetings, supervisions carried out to help ensure staff had the opportunity to raise queries or concerns and share ideas.

Staff had feedback forms they could use to share information. The acting manager advised some staff gave feedback verbally. We discussed the need to capture this to provide oversight and not lose information on ideas or themes and trends.

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 were positive about the management and running of the service. A staff member said, “Spot checks are done by the regional manager and other management staff.” Another staff member said, “Manager is very good, round every minute checking on us, keeps us on our toes.”

Following our feedback from our assessment visit, the acting manager told us they had addressed staff skill and gender mix providing care for people at staff meetings and been completing staff allocation themselves to ensure good practice was embedded.

There were governance systems to help identify and address any issues. These checks covered key areas such as health and safety, falls and medicines. Where issues were found, a plan was implemented and actioned to resolve it. The acting manager carried out daily walk rounds and recorded their findings along with any actions needed. The regional manager checked this and also carried out ‘provider checks’ when they visited. Members of the provider’s senior management team also carried out checks. However, there were issues that had not been identified or resolved. This related to recording and robust reporting issues for bruises and skin tears, people developing moisture lesions, staff knowledge about reporting concerns externally and staff practice in relation to moving and handling. We also found skill and staff mix needed reviewing and more oversight of promoting dignity when supporting people.

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.

Staff told us information was shared and training provided to drive improvements and innovation. A staff member said, “There is always training provided.”

The team worked with external agencies on research systems, such as ‘acoustic monitoring’ to help provide a better experience for people and reduce fall risks. They were also working with an agency in relation to a new system that provided drinks at the correct consistency for those in need of modified consistency drinks.