Davies 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 of service leadership, management and governance which 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 71 (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. Members of staff and people using the service felt there was a positive culture at the service. Communication channels between people, staff and management were open and effective. Members of staff, on the whole, felt valued and listened to. During our on-site visit, we observed a friendly and caring atmosphere throughout the care environment.

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. In the absence of the registered manager, the service was led by the deputy manager who did so with integrity, openness and honesty. The deputy manager was visible in the service and knew people and the staff team well. A member of staff told us, “[The deputy manager] is very supportive and implements ideas [from members of staff] to make improvements to the service.” People told us they found members of the management team generally kind and approachable.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistle-blowing policy in place and some members of staff were ‘Speak Up’ champions. Members of staff had a range of support options to speak up if they had concerns. Feedback from members of staff confirmed they had spoken up at meetings and the management team had heard their voices and change and improvements to the service were made.

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. The provider was an inclusive employer who valued diversity in the workforce. There was a policy in place which ensured members of staff were treated fairly and had equal opportunities to learn and develop their roles within the organisation. There were fair recruitment processes in place, which helped to protect the rights of staff under the Equality Act. 

The provider did not always have clear responsibilities, roles, systems of accountability and good governance. Following a recent quality assurance visit by the local authority where improvements to audit processes were identified, new systems and processes had been put in place to ensure the service acted on the best information about risk, performance and outcomes. There was a list of required audits and the member of the management team responsible for completing each audit. We saw evidence audits and reviews were carried out, however, new systems and processes needed to be embedded and sustained into standard practice.

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. There was evidence of good joined up working with local partners and the local community. A relative told us, “The people from the local church do take [family member] out on the Sunday. The church is important to [family member] and members of staff know that because when we went in, we did a life thing about [family member’s] history and their 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. They actively contributed to safe, effective practice and research. The service had a culture of learning and improvement. There was a focus on sharing practice between health and care services to support improvement in people's well-being and outcomes.