Court House Care Home

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• 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 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.

The service was previously in breach of the legal regulation in relation to good governance. Improvement was found at this assessment, and the provider was no longer in breach of this regulation.

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 and their communities.

Since taking up post the registered manager had worked to create a more inclusive and person-centred environment for people to live and work in. This was confirmed by feedback we received from people using the service, relatives and staff. One relative said, “The culture has changed since the new manager took over and it’s a much better place now”.

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 spoke highly of the manager. One staff member said, “Their [manager’s] door is always open, and she has been where we are and understands what it’s like to provide direct care”. Another staff member told us, “[Manager] is always available to support and is happy to come and work alongside us on ‘the floor’”.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

There were appropriate policies to support staff to raise issues; staff said they were confident in raising concerns and felt they would be listened to. The provider had tasked their area manager to develop a way staff could speak up anonymously, and the area manager had increased their visibility within the service to provide more opportunities for staff to raise any concerns they may have.

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.

There was a diverse workforce in post. All the staff we spoke with felt they were treated fairly and equitably. For example, 1 staff member said, “We [staff] are a diverse group, and we work well together”.

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.

There was a schedule of audits and checks which were carried out on a regular basis. Information arising from these audits contributed to monthly manager action improvement and learning plans. We saw examples of these and how the information within, led to highlighting changes and improvements that were needed. The provider carried out regular assurance visits. Action plans were produced and this meant there was additional oversight at provider level. Daily walk around checks were carried out as well as regular spot checks; we saw records that showed these also took place out of hours and at weekends.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. The manager shared information and learning with partners and collaborated for improvement.

The service had good links with the local GP surgery and other multi-disciplinary services. Healthcare professionals we spoke with confirmed this and told us they had good working relationships with all staff.

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 management team told us how they involved staff in discussions about improvements. For example, they told us they promoted a culture of reflection so that all aspects of incidents were reviewed and discussed. Staff we spoke with told us they were regularly asked for feedback on what could be done better. Throughout the inspection, the management team were receptive and responsive to our feedback.

Staff received regular training and updates, and records showed training compliance was high. Staff told us they could request additional training if required.