Farriess Court

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 requires improvement. At this assessment the rating has changed to 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.

The provider had developed a stable staff team which provided good support to people in a friendly, relaxed environment. People recommended the service and liked the family feel of the home. Staff were happy to work for the service and were proud of the care they delivered. People, their relatives and staff consistently told us of the knowledge, support and kindness demonstrated by the registered manager. One member of staff told us, “Staff are always praised by [the registered manager] on their good work supporting the residents.”

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.

The registered manager led a team which was passionate about ensuring the service delivered quality care to meet people's needs.

The registered manager operated an open-door policy for stakeholders, including staff, to speak with them. Staff gave consistently positive feedback about the support offered by the registered manager. One member of staff told us, “I am proud to feel like what we [staff] say makes a difference and that we are listened to [by the registered manager].”

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

The provider implemented policies and procedures to support staff to raise concerns. Staff understood how to raise any concerns they had and felt confident these would be addressed.

Stakeholders spoke positively about the registered manager’s approach and were confident any issues would be addressed without needing to be escalated as a complaint.

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 implemented policies which promoted equality and diversity in the workplace. Staff were given opportunities to develop through planned supervision, staff meetings and training. The provider understood the importance of ensuring people were respected and treated fairly in the workplace. Staff consistently told us they felt valued by the registered manager and appreciated the support provided to them. One member of staff told us, “I am treated very well at work. New staff are made to feel welcome, valued and included.”

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

The provider understood and complied with their legal responsibilities to promptly inform CQC of any notifiable incidents. Audits were completed to manage the overall running of the service such as health and safety, medicines and care records. However, areas for improvement were not always identified. The registered manager had recently introduced an audit to monitor and improve IPC in the service. The registered manager reviewed the procedure for reporting IPC issues to promote more effective identification and resolution by the team.

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 has systems in place to work with professionals to achieve good outcomes for people. Effective partnership working was in place to support people to access appropriate healthcare. Records confirmed people regularly saw other professionals when needed this included the GP and District Nurses.

Stakeholders shared consistently positive feedback. A visiting professional told us they visited the home regularly to provide planned care. They were supported throughout their visits by staff and everything they had advised for people had been implemented.

The provider responded to feedback from quality monitoring visits to implement the actions suggested to improve outcomes for people. A professional visitor to the home told us the registered manager worked well with them to maintain good standards of care and make improvements. For example, the provider responded to feedback to ensure care records were accessible and person centred.

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 had systems in place to learn lessons and drive improvements. Systems were in place to analyse learning from areas such as accidents and incidents and safeguarding. The registered manager worked with staff to understand why things went wrong and involved them in finding solutions.