St Anne's 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.

The provider was previously in breach of the legal regulation in relation to good governance. Improvements were found at this assessment, and the provider was no longer in breach of this regulation.

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.

Staff confirmed the management demonstrated a positive and listening culture that promoted trust. Staff also told us they felt part of the shared direction and culture and they liked working at the service. A staff member said, “[We have a] highly professional management that prioritises delivery of high-quality person-centred care for each resident.”

The registered manager and nominated individual worked together towards their shared goal of creating a positive and person-centred culture within the service.

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.

People and relatives knew who the registered manager was and were complimentary of the management team. A relative said, “I have found the registered manager to be organised, knowledgeable, honest, kind, calm and supportive.”

Staff told us they felt happy in their roles and supported by the management. One staff member said, “The management of St Anne’s court is brilliant, if I had any concerns or needed help with anything [the registered manager] will always deal with it.” Another staff member told us, “I think the registered manager at St Anne's Court has done a great job in making the changes that the care home needs. I am looking forward to seeing the other changes and improvements that [the registered manager] has planned. I feel management is approachable and supportive.”

The registered manager had the skills and knowledge to lead the service. The provider was supportive of recent changes made and worked collaboratively with the registered manager to drive improvement in the service.

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

Staff confirmed they knew how to raise their concerns and felt they would be listened to.A staff member said, “I can approach [the registered manager] about anything, though I have no concerns whatsoever about any issues.”

Relatives told us they would be comfortable raising concerns with the management.

The provider had up to date policies in relation to safeguarding and whistleblowing. The registered manager was aware of the importance of supporting staff to speak up.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them.

Staff told us they felt valued at work and were confident the manager and provider promoted inclusion and equity.

The registered manager operated an open-door policy and welcomed staff who wished to speak with them.

The provider told us about plans to introduce training and support programmes to help staff improve their wellbeing and life management skills.

Staff completed a health questionnaire form in case any reasonable adjustments at work should be explored.

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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

The registered manager had introduced a range of audits to strengthen oversight of the service. These were operating effectively and were used to identify areas for improvement, monitor quality, and drive continuous service development.

Staff and relatives spoke positively about the registered manager and the changes within the service.

A relative said, “The service provided is well managed. The management are always friendly and make you feel welcome whatever time of day you arrive. I have been to St Anne’s Court announced and unannounced and there has always been friendly warm greeting.”

The registered manager and provider had made all notifications to CQC as required by law. A notification is the action that a provider is legally bound to take to tell us about any changes to their regulated services or incidents that have taken place in them.

The provider understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

Staff shared information and worked with a wide range of professionals and services. Information was shared in person, via email and by telephone. A staff member said, “I speak with healthcare professionals regularly, especially the district nurses, and therapists. They are actively involved in people’s care.”

People and relatives told us they felt involved in decision making.A relative confirmed this, “Health referrals to doctors and health professionals are made and the home always inform me also.”

Health and social care professionals were complimentary of the service.

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 and provider had implemented new systems and processes to ensure the service could identify areas for improvement and continue to enhance the quality of care provided. The provider was committed to making long lasting changes and improving the service.

Staff told us they were supported to learn and improve in their role. The provider and registered manager actively supported staff to develop their skills and become trainers themselves. This meant all face-to-face training could be done in the service by staff who knew people well. It also enabled training needs to be identified and addressed quickly. This meant staff were supported to develop their skills and knowledge.