Battersea Place Retirement Village Limited

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 service 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 were supported by managers to deliver safe, person centred care and support to people in
line with the provider’s vision and values for the service. Systems and processes had been
designed in line with the vision and values and focused on people and meeting their individual
needs. The manager routinely used individual and group meetings to remind staff about the
provider’s underlying core values and principles. Staff were supported by managers deliver
consistently safe, equitable, person-centred, and inclusive care and support to people based on
the services own shared culture and values. A member of staff told us, “I think providing person-
centred care to people is our number one value and what I’m most proud about working for this
company.”
 

The service 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.

Staff were complimentary about the leadership approach of the services managers who they consistently described as approachable. We received a few negative comments from people about the high turnover of managers the care home had experienced in recent years, but most staff expressed being satisfied with the leadership approach of the new manager who had now been in post for over a year. One member of staff told us, “Unfortunately managers are always changing here which adversely affects staff moral and are ability as a team to provide people with consistently good care.” Positive comments included, “Well supported”, “Work well as a team, we have a strong bond” and “We work together nicely.”

The way the service was now managed had improved with the appointment of a suitably experienced suitably qualified and experienced manager has been in overall day-to-day of the service for the past 12 months. The new manager has applied to be registered with us.

Managers understood their responsibilities in relation to regulatory requirements around notifiable incidents. Our records indicated they continued to notify the CQC in a timely manner about any incidents and events they were legally required to. They also understood their responsibility to apply duty of candour and where appropriate apologised when things went wrong. The services previous CQC inspection report was conspicuously displayed in the service. The display of the ratings is a legal requirement, to inform people, those seeking information about the service and visitors of our judgments.

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

People, their relatives and staff told us they would not hesitate to speak up if they had concerns. The provider facilities a number of ways that this could be done, through meetings, feedback surveys and individual meetings.

A safeguarding reporting poster was on display for people. Relative’s and staff to refer to if needed.

Information on how to provide feedback was also on display, this included details about ‘SeeHearSpeakUp’, a confidential and external whistleblowing service.

The service valued diversity in their workforce. They work towards an inclusive and fair culture

by improving equality and equity for people who work for them.

Staff told us they were part of a diverse team, treated equally and fairly, and they felt able to

speak up. Staff told us the manager was supportive and reported feeling cared for, respected,

valued, and listened to by them. One member of staff said, “This is a nice place to work.”

Managers understood the importance of having a fair and inclusive workplace for all staff to

work in. Staff were provided support through relevant training and supervision to inform their

knowledge and understanding of equality, inclusivity, and fairness in the workplace.

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 monitored and improved the care and support people received. The provider carried out continuous monitoring which included a number of audits in relation to care planning, medicines, falls, infection control and health and safety amongst others. The electronic care planning system was set up to alert staff when a care plan or risk assessments was due for review.

Regular quality assurance meetings took place which covered a number of areas including ‘CQC readiness’, reviewing incidents, care plans reviews, training compliance and resident experience. Where areas of improvement had been identified, these were assigned to individual staff members to follow up. There was also a quality assurance meeting action tracker in place to monitor progress against these actions.

Health and safety meetings took place reviewing any actions arising from previous meetings and also any related audits that took place.

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 other agencies and services to meet people’s needs. Leaders and staff engaged with health and local authority commissioners to create and provide care packages and worked collaboratively to review their quality.

People were supported to receive input from healthcare professionals at home, including physiotherapists and GPs. One relative told us, “I think communication from the service is very good. I get emails each week about mum’s physiotherapy and if there are updates with her care.”

A healthcare professional said, “The village clinic is well-run and organised and any tasks generated are carried out timely and efficiently. I have been very impressed by the standard of the physiotherapy team.”

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 promoted a learning culture within the service. Staff received on-going mandatory training and training to meet people’s specific needs. Incidents and near misses were reviewed to ensure lessons were learnt collectively, and quality audits were reviewed and acted upon. Leaders valued the input of others and actively sought the views and suggestions of people, relatives, staff and professionals to drive improvements.

A service and audit improvement action plan were in place to monitor progress against any areas of improvement that had bene identified. Quality assurance meetings included continuous improvement and learning which demonstrated the providers commitment to maintaining and improving the quality of service that people received.