Wandsworth Common Care Home

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 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 newly re-registered service.

This key question has been rated Good. This meant the service continues to be 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 service 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 were supported by their line managers and senior staff to deliver consistently safe, person-centred care to people in line with the provider’s vision and values for the service. Managers told us they routinely used individual and group meetings to remind staff about the provider’s underlying core values and principles.

The service 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 service had a new registered manager in post who was supported by the long standing management team who were suitably skilled, knowledgeable and experienced. The feedback we received from people about how the management team including, the internal senior managers, led the service was positive. An external care professional told us, “The managers provide a stable environment for a culture of excellence to prevail. The registered manager is also excellent and his team hold him in high esteem for being firm but fair, as and when required.” Another added, “The care home is very professionally managed in my opinion. The managers are very friendly and approachable.”

Staff were equally complimentary about the leadership approach of the management team who they consistently described as effective, professional, and friendly. One member of staff told us, “I personally get along well with all the managers. They’re a good listener and always supportive.”

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

The care home had an open and transparent culture where people living there, relatives, external health and social care professionals and staff were all encouraged to raise concerns and without fear. A relative told us, “I have regular contact with the managers who always address any concerns I might have immediately.” An external care professional added, “I have never felt that I couldn’t come and speak with the managers with a concern I have.” The provider used a range of methods to gather people’s views about what the care home did well or might do better. This included a monthly food forum where the catering staff would ask people for feedback about the meals provided at the home. In addition, people living in the care home and their relatives were routinely invited to attend group meetings with staff and participate in the providers own customer satisfaction surveys. The provider valued and listened to the views of staff. Staff were encouraged to contribute their ideas about what the service did well and what they could do better during regular individual and group meetings with their line managers and fellow co-workers.

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

Staff were positive about the leadership approach of the management team who they said treated them fairly. Staff told us their views were always respected and listened to by the managers and they felt valued as members of the team. A member of staff remarked, “We have a diverse staff team here with lots of different faiths and cultures which the management respect. For example, with the consent of managers staff with different spiritual needs often swap their shifts with one another, so people can have time off work to enjoy and celebrate the various festivals and religious holidays which are important to them and their families.”

Managers understood the importance of having a fair and inclusive workplace for all staff to work in. Staff were provided support through relevant training and supervision to inform their knowledge and understanding of equality, inclusivity and fairness in the workplace.

The service 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.

Governance systems were well-established, effectively operated and used to regularly check and audit the quality and safety of care and support people received at the care home. The outcomes from checks and audits were used to identify performance shortfalls and make any changes as and when required to improve staff’s working practices. Managers and staff demonstrated a good understanding of their governance roles and responsibilities in relation to assessing, monitoring and managing the quality and safety of the service they provided.

The quality of information recorded and maintained on people’s records, and records relating to the management of the service was sufficiently detailed, up to date and accurate.

The managers and staff understood their responsibilities in relation to regulatory requirements around notifiable incidents. Our records indicated they continued to notify the CQC in a timely manner about any incidents and events they were legally required to. They also understood their responsibility to apply duty of candour and where appropriate apologised when things went wrong.

The service 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.

The provider shared information and learning with partners and collaborated for improvement. Managers and staff told us they worked closely with various external health and social care professionals and bodies who they regularly consulted and welcomed their views and advice. A member of staff said, “We have an externally good working relationship with various health and social community professionals and agencies, especially our local GP surgery who routinely conduct their rounds here.” External health and social care professionals confirmed this when they explained they had only positive experiences of working with this provider. An external care professional told us, “Any medical concerns from residents are promptly dealt with and highlighted to us and any tasks given are then acted upon by the staff.” Another added, “The staff are extremely vigilant and take notes accordingly after we visit. A summary is both discussed and emailed to us regarding what was discussed. Thus far, all tasks sent to the staff after our rounds have been completed in a very timely manner.”

The service 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 contribute to safe, effective practice and research.

Managers recognised the importance of learning lessons and continuous improvement to ensure people living at the care home received good quality, safe care and support. Managers told us all the audits and checks the provider conducted were routinely analysed to identify performance shortfalls and learn lessons, so the service could continuously improve. When lessons needed to be learned, the provider developed action plans to improve the service they provided people. Staff confirmed information about any lessons learnt and action plans developed as a result were always shared with them during individual and group supervision meetings with their line managers.