Worplesdon View

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 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.

The registered manager had a clear idea of the type of staff member they wished to join their team. They told us, “There is very little turnover in staff which I believe shows that they are happy. This is such a huge thing for the residents as it definitely helps with continuity not only for dementia patients but all patients wellbeing. I look for passion and reason for wanting the role. I have a strong and long-serving team, but we have high expectations.”

People confirmed they felt the care provision was good. They said they had close and trusting relationships between them and staff. They said there was a good atmosphere and they felt well cared for. We were told, “The manager has clearly created a wonderful culture within the home that is conducive to what appears to be an exceptionally happy work environment. She is incredibly hands on and takes the time to get to know all the residents and their families, and seems to run a very tight ship” and “This is truly a very good place to live, the standard is very high and the management are very personable. They take care of the residents and the lifestyle in the home are amazing.”

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.

Without exception people told us they felt the service was well run. We were told, “[Registered manager] and all the staff are absolutely amazing, everyone is very friendly. I would highly recommend Worplesdon View”, “I cannot thank [registered manager] enough for her professionalism, warmth, kindness and having the time to listen”, “She’s not good, she’s very good. She always reassures and says to go to her if we need anything” and “Registered manager] has brought it up a notch.”

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

Staff told us they would feel confident in speaking up or raising concerns. We were told, “I can talk to the manager at any time” and “The information and numbers (for whistleblowing) are all on the board in the staff room.”

The registered manager supported staff to have a voice, telling us, “We have 2 ‘speak up’ champions. Our ‘speak up’ programme is designed to ensure that all staff have someone they feel comfortable going to and this is publicised across the home. ‘Speak up’ champions have robust training and support from the provider to ensure they can provide support to their teams. I work closely with these champions to keep in touch with anything that people are feeling worried or uncertain about and to support them/us in managing any conflict that may occur.”

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 registered manager made adjustments and offered a range of support for staff, including adapted equipment, different working times during religious holidays and extended bereavement leave where religious or cultural rituals were required. They told us, “We have a very diverse culture but also a very open culture where staff are confident to ask for what they need. There is no hierarchy.”

A recent staff survey showed staff were satisfied with working at the service. This demonstrated they felt there was a fair and inclusive culture. A staff member commented, “If someone asks me I always say I’m proud to work here, proud of the home.”

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.

There were robust governance arrangements in place which enabled the registered manager and operational managers to review the level of care being received by people, identify any areas where people’s needs were not being fully met and monitor staff performance. This included regular audits, checks and reviews of people’s care plans. Information gathered was used to identify themes, address concerns and drive improvements.

This meant there was a clear and effective system of oversight which supported the registered manager to identify and respond to concerns quickly.

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 registered manager had created a number of links with local groups around the area. They told us, “We do have a lot of links with the outside community for example a cafe, a community centre and the local hospital. We have a weekly church service where people can request one-to-one visits in their room. We also have the local playgroup children in once a month which the residents really enjoy.”

In addition to external links, the service had the involvement of ‘friends of the home’. These were relatives of people who had passed away but still remained part of the service joining in on events and providing entertainment as well as companionship.

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 had good management oversight of their service and was continuously looking for ways to improve it. They held an overarching action plan where they recorded areas that required attention or work.

During our inspection, we found the registered manager was extremely responsive to any feedback we gave them, acting immediately on suggestions or changes that were required. This included carrying out capacity assessments and best interests decisions for people who lacked capacity in relation to the use of CCTV.