Wrottesley Park 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.

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 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.

The registered manager and staff were aware of the values of the organisation and spoke positively about the culture of the home. The registered manager told us about the journey they had taken the home on and the changes they were making and embedding into the home.

There were processes in place to ensure there was a positive culture in the home. This included ensuring the wellbeing of staff and ensuring staff had received training that gave them the skills and knowledge to promote a positive culture.

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

People, relatives and staff spoke positively about the leadership team and how the home was run. A person told us, “I would recommend it. Not the first few years I was here, but I would now.” One relative said, “Both [Name] and [Name] are very involved in the care here. I see the registered manager serving lunches. If I have mentioned my relations catheter needs adjusting, it’s done straight away by the registered manager himself. It’s excellent leadership”.

There were systems in place to ensure staff, nurses and the registered manager understood their roles and responsibilities. People and relatives knew who the registered manager was. Care staff were aware of their roles and responsibilities and when they needed to escalate concerns.

The registered manager was aware of and understood their legal responsibilities around notifying CQC about any important events that had happened in the service.

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

People and relatives were happy to raise and share concerns. They were confident action would be taken.

There was a whistleblowing policy in place and staff were aware of this and the procedures they needed to follow. The home had created an open-door policy where staff were able to speak up and share their concerns, they felt assured action would be taken.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for the people who worked for them.

Staff told us they were happy working within the home and felt they were treated fairly. There were procedures in place to consider staffs’ individual needs and ensuring all staff were treated equitably.

The provider had clear responsibilities, roles, systems of accountability and good governance.

There were audits in place which monitored the care people received, including medicines management, reviewing of incidents and accidents and health and safety. The registered manager also completed a daily walk around of the home and also unannounced spot checks. There were also various audits completed which considered people’s experiences including at mealtimes.

A detailed provider audit was in place which provided further oversight at the home. These audits were effective in identifying areas of improvement and making changes where needed.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

There were systems in place to ensure the provider worked in partnership with other agencies. As part of this assessment, we asked the ICB and Local Authority for feedback, they told us the action they had taken and raised no concerns with us.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The systems in place were used to continually make changes and drive improvements throughout the home. For example, when incidents had occurred, the registered manager ensured lessons were learnt from this.