Winchcombe Place

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

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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Leaders were visible and understood the home. The registered manager completed care shifts, night shifts and regular walk- arounds to observe practice and speak with people and staff. Relatives described the manager as knowledgeable, caring and approachable. One relative said, “The manager runs a great team of staff.” Leadership cover and regional support arrangements were in place.

Leaders were visible and understood the home. The registered manager completed care shifts, night shifts and regular walk- arounds to observe practice and speak with people and staff. Relatives described the manager as knowledgeable, caring and approachable. One relative said, “The manager runs a great team of staff.” Leadership cover and regional support arrangements were in place.

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

The provider had a whistleblowing policy, and staff could explain how to raise concerns. Leaders said they had worked to build confidence and openness within the team. Staff meetings, daily meetings and direct access to managers provided opportunities to speak up. Relatives also said they felt able to raise concerns and receive a response. This meant people and staff had routes to raise issues without relying on a single process

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 promoted an inclusive workforce and made adjustments to support individual staff needs. Shift patterns and roles were changed where health, caring responsibilities or personal circumstances required this. The provider supported apprenticeships and internships, adapting learning to the person’s communication and confidence needs. Staff from different cultural backgrounds were supported with religious observance. This meant staff had more equitable opportunities to work, develop and progre ss.

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 used audits, action plans, incident analysis, daily meetings and regional oversight to monitor quality and risk. Records reviewed included safety checks, medicines information, complaints, staffing tools, care plans and meeting minutes. Actions were identified and followed up, including immediate repair of a broken sluice-room lock.

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 with GPs, district nurses, safeguarding teams, physiotherapists, mental-health teams and community organisations. A community nurse described the provider as proactive and said staff followed advice. The provider also developed links with local colleges and a supported-employment programme. Community outings, events and use of the minibus helped people remain connected..

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 used information from incidents, feedback and outcomes to make improvements. Falls analysis led to changes in staffing oversight, seating, referrals and individual plans. The provider introduced hydration initiatives, destination points , interactive technology and individual activities for people cared for in their rooms. Staff ideas and achievements were recognised and shared. This meant improvement activity was linked to practical changes in people’s safety, wellbeing and quality of life.