Winsford Care Ltd

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 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 the challenges and needs of people.

The management team promoted a positive, person-centred culture and approach. We received positive feedback from people and relatives about the welcoming atmosphere of the service and the open-door policy of management. Comments included, “I am always made welcome,” “I can’t praise it enough, the first thing they say is, ‘Do you want a cup of tea?’” and, “They know you and your family.”

Staff understood their roles and responsibilities and felt proud of the culture of the service. Comments included, “I am proud to be part of a supportive team and a very caring home” and, “I am particularly proud of the togetherness within the staff team at Winsford.”
 

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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.

People, relatives, staff and health professionals spoke positively about the management team and leadership of the service. They told us the management team were visible, approachable and responsive. Comments included, “[Registered manager] is understanding and their door is always open,” “The managers are very approachable” and, “[Registered manager] is always happy to help.”
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they were listened to and felt comfortable addressing any concerns with the management team. Staff had access to whistleblowing information and guidance to support them to raise concerns anonymously if required.

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 had policies in place to promote equality in their recruitment and training opportunities. Staff told us they were able to request any additional support they required to fulfil their role.

The provider did not always have clear systems of accountability or good governance. At the time of the inspection, the deputy manager was supporting another of the provider’s services alongside their responsibilities at this service. The management team told us this had impacted on the scheduling and completion of their audits and checks. We found audits were not always up to date and it was not always clear how the concerns we identified during the inspection were being identified and managed.

The provider told us they had recognised the impact the deputy manager’s absence was having on the service. They confirmed they had now arranged alternative support for the other service and the deputy manager would in this service full time going forward. The provider told us this would enable the management team to focus on continuing to make the improvements to people’s care documentation and manage the planned environmental improvements.
 

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.

The provider worked in partnership with a range of health professionals, and we received positive feedback about how well the service worked alongside others to promote good outcomes for people. One health professional told us, “The manager and staff work well collaboratively and are receptive to, and supportive of, the advice provided.”
 

The provider focused on continuous learning and improvement across the organisation. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. Staff told us they felt supported and encouraged to try new ideas to better support people’s wellbeing.

Where concerns were identified during the inspection, the provider was open in acknowledging shortfalls and prompt to evidence the immediate steps they were taking to review their processes and drive improvements in the service.