The Westbury 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 newly registered 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 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.

There was an established, long service team of carers and nurses in the service. Staff we spoke to said they continued to work at the home because it was a nice place to work and they felt they were supported well by leaders. Staff understood the changes that were being made by the new provider and saw theses as positive improvements to the home.

The provider ensured staff were aware of their aspirations around ensuring people were supported well.

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 registered manager in post who had worked in the home for several years, firstly as a nurse before stepping into their current role. They knew staff and people well. People we spoke to said the registered manager was very present within the home and was often seen in the communal areas checking people were ok.

Staff told us the registered manager was very approachable.

The provider ensured the registered manager was supported by an area manager and the quality assurance team.

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

Staff said they knew how to raise concerns internally. They felt confident they would be listened to but also knew how to escalate concerns if they felt they needed to.

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 received training on diversity and inclusion. Staff within the home came from various backgrounds and nationalities. Staff told us they felt included and welcomed by their colleagues and leaders.

The provider had some systems in places for managers to use which gave them good oversight of people within their service and their needs. The registered manager demonstrated how they used this system to review such things as falls, nutrition and pressure management. This meant the registered manager had good oversight of areas of care and support.
The provider ensured their quality assurance team supported the manager to review all audits completed to ensure they had oversight of issues and could support to implement lessons learnt.
However, the oversight of medicines was not always effective. Systems had failed to identify issues with fridge temperatures. Further systems had not identified 2 people who experienced seizures did not have appropriate plans in place to monitor and reduce the risks associated with seizures.
 

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.

Partners told us leaders and staff at the home worked in partnership. They felt staff were always eager to ensure they were following guidance relating to outcomes for people.

The local GP practice had virtual rounds on a weekly basis and paramedics or doctors visited the service when people need face to face consultations.

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 provider ensured leaders were able to review learning from services by using systems designed to gather accurate data about people. This was shared across the organisation for the provider to be able to support improvements in the homes they owned.

The provider was making improvements to the home to ensure the internal and external areas of the home were of a good standard and could be easily accessed by people.