Juniper Court 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.

Staff morale was positive, and staff told us they enjoyed their positions within the home. The staff team worked well together, and communication between the staff, nurses, senior carer and the management was effective. Staff were positive about the management team and complimented them for how supportive they were.

Staff shared the vision of the provider to ensure care was person centred, and people were treated with dignity and compassion. Feedback from professionals was positive about the management of the service. A health professional told us, “Overall, I think Warmley House is a wonderful establishment that delivers high quality residential and nursing care to residents.”

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.

There was a strong presence of senior management within the home. The provider and regional manager visited regularly. They were knowledgeable about the people living in the home. The registered manager and the deputy manager regularly supported staff and were visible within the home.

Throughout the assessment the senior management team were open and transparent and were proactive in response to our findings. They took prompt action to address concerns.

There had been a recent change in the management of the home. One of the 2 registered managers had left. This was clearly communicated to people and their relatives. A new deputy manager had been recruited to support the registered manager. The registered manager had a dual role in being legally responsible for Warmley House and a regional manager role where they supported other homes managed by the provider. They were regularly visiting the service and supporting the deputy manager.

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

Staff felt the culture enabled them to speak up. Staff felt confident their voice would be heard and the management team would address concerns. A member of staff told us, “I feel there is support available when needed, and efforts are made to listen and respond.” This was echoed by all the staff we spoke with. Staff said they would have no hesitation in speaking up to either the management team within the home or the provider.

There were policies and procedures for staff to follow should they wish to speak with external agencies. This included the local authority, CQC or the police in respect of concerns and allegations of abuse.

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.

Staff spoke positively about working at Warmley House, and about the people they supported. They were passionate about supporting people in a person-centred way. Diversity was embraced and staff felt valued and listened to. Staff described how they worked as a team to support people.

Staff had access to training to help them develop further in their roles and this had led to staff progressing within the organisation.

Staff completed training in equality and diversity and had an understanding of what it meant.

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 provider had a good oversight of the quality of the service. The registered manager regularly met with the provider to discuss incidents, risks and improvements needed to ensure accountability and transparency.

Daily meetings were held involving nurses, senior carers, domestic and catering staff. This enabled the management team to be kept up to date with any concerns within the home, ensuring any actions were addressed.

There were systems to review accidents, incidents, complaints, falls, pressure wounds and safeguarding referrals for any themes and ensure action had been completed.

Staff received regular supervision, observations of their practice and annual appraisals. Training was monitored and discussed regularly with staff to ensure they were up to date with their annual refreshers.

People and their relatives were asked for regular feedback about the home. They used information from feedback and their audits to develop action plans ensuring continual improvement.

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.

Health and social care professionals who worked with the home, such as the local authority and the GP service, told us there had been consistent improvements in the home and the standards of care being provided, since the new provider had taken over.

A health professional told us, “Staff are prepared for my visits and know their residents very well and know what information I am going to ask for.” Professionals told us staff acted on their advice to make improvements to people’s care whether that was increased monitoring or moving to different areas of the home. Another professional told us, “I believe the staff are good, they all seem very caring and compassionate and are wanting to improve [person’s] life. The staff are always polite and helpful.”

The registered manager and the deputy manager were clear about their responsibilities for reporting to the CQC and the regulatory requirements of managing a care home.

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.

We observed strong leadership within the home. Action plans were used to drive improvement. There were processes to ensure learning happened when things went wrong. Action plans and learning was shared with staff during team meetings, clinical review meetings and during the daily heads of department meetings. This helped to drive improvements.

In response to our findings where staff were more task oriented in their communication during mealtimes, a dining experience audit was completed. As a result, guidance was provided to staff on making mealtimes a more sociable experience for people. This demonstrated the home wanted to make improvements to people’s experience.

The provider supported staff to develop their skills and encouraged them to undertake management courses or nurse training, enabling them to develop their career in care.