Finborough 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 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. 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.

People and relatives were full of praise about Finborough Court, describing it as an inclusive, welcoming and supportive environment. One relative said, “I would certainly recommend this care home, the care and support they offer is superb along with offering the Christian lifestyle my [family member] enjoys.”

The registered manager and all their staff team promoted safe, high-quality person-centred care, treating people with dignity and respect. One relative said, “I want to emphasize my confidence in the carers continues to grow. They really are lovely. They are always ‘on watch’ and swift to respond with gentleness, calmness and a smile. I rate them highly. The carers and all the other staff are so understanding. Administrative staff are approachable, willing to listen, advise when asked and are very supportive.”

It was evident that the culture in the service reflected transparency, kindness and a commitment to supporting people to live their best lives, on their terms. Communication between people, relatives, staff and management was open, which enabled candidness and trust.

The registered manager promoted equity, equality and human rights through an inclusive and respectful environment. Staff shared positive examples of working together as a team to achieve quality outcomes for people. One staff member said,” Our [residents] come first, it is our workplace, but Finborough Court is their home. I do feel supported and listened to. I feel we have a family atmosphere, and we look out for each other and care about each other as staff as well as the [residents] and we miss them very much when they are no longer with us. It is a very fulfilling place to work, knowing you are helping in small ways and trying to make a difference in the daily lives of our [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 was aware of their responsibilities and took accountability. They were visible and approachable to people, relatives and staff. A relative told us, “[Registered manager] is professional, caring and always available by email, phone or face to face.”

The provider’s leadership team had instilled a positive culture in the service which focused on treating people, relatives and staff with respect, compassion and empathy. The management team which comprised the registered manager and a business manager were highly respected by staff who felt listened to and valued. One member of staff said, “The managers are visible, their office doors are always open, and they eat their lunch with the [residents]. They both attend the [resident and relative] meetings and [the registered manager], attends care handover to keep up to date with any issues and offer any advice.”

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

People and relatives knew how to raise concerns and felt confident doing so. A relative told us, “The management are very approachable as are the care, and admin staff.”

Staff told us they felt enabled to speak up and raise concerns when needed. The service had a whistleblowing policy in place, and staff were knowledgeable about it. Staff described several ways they could raise issues and concerns, including informal discussions, meetings, daily handovers and escalation to senior management. One staff member told us, “The registered manager is very supportive, I would feel comfortable talking to them about anything I was worried about or any issue I needed training for.”

When concerns were raised, leaders responded sensitively and appropriately. Staff described leaders as receptive to feedback and supportive, which helped reinforce a culture of trust. A member of staff said, “The [registered] manager is lovely, always got an open door, very friendly and can have a laugh. I can go to them with any [resident] or staff concerns.”

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 leadership team worked to improve equality and equity for staff by fostering a respectful working environment where diversity was recognised and valued. Staff had undertaken equality and diversity training to support them in delivering inclusive, respectful care that recognised and valued people’s individual differences.

Staff success and achievements were championed and celebrated through the provider’s award scheme and management recognition. This contributed towards a collaborative, supportive workplace environment where staff felt appreciated and morale was high. A member of staff told us, “I know I am valued member of the team as my colleagues and managers are happy to thank me for my work and give compliments. We also use an app where you can recognise someone’s hard work and compliment them, I have been thanked many times on there.”

Staff surveys were carried out which enabled the workforce to share their experiences of working for the provider anonymously. Staff consistently described Finborough Court as having a ‘supportive family feel’ with positive atmosphere where leaders were visible, compassionate and committed to staff wellbeing and equality.

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.

A robust assessment schedule covering all aspects of the service including care provision was in place. This included detailed checks and monitoring of the provider’s quality assurance audits, incident, accidents and complaint reporting systems, risk management frameworks, and staff supervision and training.

These audits were signed off by management and fed into the provider’s overarching governance systems. Where inconsistencies and areas for development had been identified, a supporting action plan was in place to drive the improvement needed and deliver positive outcomes for people and staff.

Regular checks by the provider’s senior leadership team ensured that these governance structures were not just written policies and procedures but were embedded into daily practice.

The provider understood and carried out 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 registered manager and the senior staff team had established good partnership working with various organisations and external stakeholders to provide positive outcomes for people.

The registered manager knew who to contact if people required additional support from other healthcare professionals such as GPs, district nurses and hospice staff helping to ensure people received appropriate care and minimising the risk of unmet health needs.

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 registered manager endorsed reflective practice and used learning from safeguarding, incident, accidents and complaint reporting systems, governance audits and partner engagement to drive service improvement and strengthen quality oversight.