Belvedere House Care 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. This is the first assessment for this service. This key question has been rated 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.

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. All the staff we spoke with described a strong culture of teamwork within service. Staff described how new staff were well supported as they settled into their roles, with clear guidance and encouragement. Staff also spoke positively about the friendly and approachable nature of their team. Leaders spoke with compassion, expressing their vision for Belvedere House as a place where people would feel loved and looked after.

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. We found the management team to be passionate about the service. Staff told us they found the management team approachable, and they were a visible presence in the service. The provider and management team evidenced the steps taken to promote an inclusive service, including environmental adaptations and a focus on staff development to support a positive, person-centred approach.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider valued and listened to the views of staff. Staff told us they contributed their ideas about the service during meetings and through surveys. The registered manager analysed the results and provided feedback to staff on the actions they had taken. Relatives spoke positively about their interactions with the staff team and felt able to raise any concerns they had. One relative told us, “We always have a discussion on changes. I have never had any surprises when I have visited. It is very open and a professional relationship with staff.”

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 management team demonstrated how they understood staff’s individual needs, we found reasonable adjustments in place to accommodate and support them in their work when this was required. The provider understood the importance of having an inclusive workplace. Staff were supported through training and supervision to inform their practice and understanding of equality, diversity and human rights in the workplace.

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. The registered manager demonstrated a good oversight of the service through the systems they had in place which ensured regular audits took place to drive service improvement. The provider also had systems in place to ensure regular compliance audits were carried out by their senior management and quality team. We reviewed the findings of these audits and found the actions recommended had been promptly addressed by the registered manager to improve the quality of care provided.

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. We found established links with the local community in place with entertainment, churches and various groups providing wellbeing and support activities to people. The service hosted events such as international food day, coffee mornings and parties to celebrate special occasions. People and their family members were kept up to date with the activities and events on offer through displays, newsletters and activity planners.

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. Staff were supported to develop their skills and take part in training as well as external qualifications. Staff spoke positively about the training provided. One staff member told us, “I think the training is good, I have learnt a lot.” Another staff member told us how they supported new staff to learn the role and how the management team regularly checked staff competency. We found when incidents or accidents had occurred, learning had taken place to understand the cause and if anything could be done differently to make improvements within the service.