Fosse 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.

This is the first assessment for this 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.

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 told us they had clear expectations that the service was highly personalised and provided people with choice, dignity and respect. They told us, “We are driven by person centred achievements, promoting independence and to integrate people back into the community.” We observed the principles and values the registered manager described were embedded into the way people were supported.

The provider was inclusive and supported people with a wide range of needs through consistent dedication to creating a welcoming, comfortable, and supportive environment for people.

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.

Leaders were visible within the home actively supporting both staff and people using the service, and modelling the standards and behaviours expected across the team. People, staff and professionals were complimentary about the registered manager. Their comments included, “I have worked with [registered manager] for a number of years now and they clearly excel in their leadership. [Registered manager] is supportive to staff and [people] and welcomes suggestions to trying different things with regards to approaches to individuals who live there and also the staff team.”

Staff had defined roles and responsibilities, which promoted accountability and ensured that care tasks were carried out promptly and appropriately. This structured approach supported continuity of care and enabled staff to work confidently and effectively.

Staff comments received included, “[Managers] are a good set of people to work with, they listen to people, they are very good and supportive.”

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

The management team encouraged feedback from people, relatives and staff. Staff told us they experienced an open and transparent culture, where they felt listened to and able to raise concerns confidently. There was a whistleblowing policy in place which staff were aware of and told us they would feel confident speaking up in line with the policy. One staff member said,“I can raise concerns or suggestions without fear of negative consequences.”

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 management team ensured staff were treated with respect and were included. There was an inclusive culture where diversity was actively welcomed and valued. Staff told us they felt able to be themselves at work, and there was appropriate support available for anyone with additional needs. Equality was embedded within the service and shaped how people were supported and how staff were treated. One staff member said, “My cultural needs are respected. Management is inclusive and treats staff fairly regardless of background. I feel comfortable and valued 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 registered manager and provider had good oversight and knowledge of the service. There were effective systems in place to monitor and manage safety and quality across the service. Regular audits were completed, enabling the registered manager to maintain standards, identify areas for improvement and implement targeted action plans to drive development.

The provider and registered manager were fully aware of their legal responsibility to be open and honest when things went wrong.

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 had developed strong community connections, including partnerships with local care homes and professionals from the emergency services. The service hosted breakfast mornings for emergency service staff, and ‘spare seat Sundays’ which were open to residents of other care homes to join them for a roast dinner. These relationships helped to build meaningful links, opportunities and activities for residents, enhancing their experience and sense of belonging and wellbeing. The registered manager told us that building the profile of the home in the local area was important for people.

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.

The provider, registered manager and staff worked together, showing dedication and passion for delivering high‑quality care. There was an ongoing service improvement plan in place which was regularly updated.

The provider was committed to constantly driving improvements and looked for innovative ways to refine practice. The registered manager actively involved staff in learning lessons and facilitated changes in practice in order to develop the service.