Wisden 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

The provider had a system of audits and checks in place. Processes, when operated effectively, gave an overview of the performance of the service and identified where improvements were needed. Our assessment identified one aspect of the service where oversight was not consistently robust. The provider took immediate action to address this and implemented a number of increased checks and an ongoing analysis to prevent re-occurrence. Whilst we are assured by the action taken and have rated the Well Led domain as good, our scores are reflective of the shortfalls we found. People, relatives and staff spoke positively about the management of the service. They felt supported to share their feedback regarding the service. Leaders were approachable and a visible presence. Learning was shared with staff and stakeholders with a view to maintain good practice, as well as ensure the implementation of any changes required to make improvements. The provider had a suite of up-to-date policies in place.

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.

Staff felt positive about working at the service. They told us that the management team were supportive and they felt valued as individuals.

The provider has a values statement. The registered manager shared a poster that was used to raise awareness with staff and people. Meetings were held for people, relatives and staff to share opinions and feedback. Surveys were also conducted with all stakeholders.

Staff were positive about the changes made in the home since the registered manager had been in post, they felt the registered manager and deputy manager were approachable and offered the right support.

The provider has a system in place to ensure leaders were supported in their roles. The regional director completed frequent checks and audits at the service to ensure the service was running safely, and in line with provider expectations. Where these had failed to identify where safeguarding referrals had not been made as required in relation to unexplained injuries, the regional director took immediate action and completed their own analysis, made retrospective referrals and ensured notifications were submitted. They confirmed our findings, issued a letter of apology and confirmed the actions they had taken. This demonstrated the openness and honesty of the provider in response to the concerns found.

Staff told us they were encouraged to raise any questions or concerns. They said the registered manager was visible and active in the home, and this enabled them to feel comfortable in speaking up.

The provider had a whistleblower policy in place, with processes in place to support staff. The registered manager was able to share a lessons learnt process completed following a person speaking up. Whilst no lessons were learnt on this occasion, the example demonstrated how the process was implemented.

Staff felt they were treating equally and were part of a diverse workforce. All felt included.

The provider had a clear equality and diversity policy. All staff were invited to participate in surveys which included questions and opportunities to provide feedback on their experiences. Action plans were created following these and feedback shared with staff in the form of ‘You said, we did.’

Staff told us they knew their roles and responsibilities. They attended regular meetings with management where information was shared with them in relation to governance and the outcomes of audits.

The provider had a system of audits and checks in place which were completed by the registered manager and senior staff. Actions from these were included in improvement plans. Following our assessment the provider introduced a further check and analysis regarding wound care. This included an audit of the computerised care notes. This demonstrated how the provider adapted their governance systems to ensure accurate information was available to inform the oversight of the performance of the service.

People had access to the support of a range of health and social care professionals.

Staff told us they supported visiting agencies and were provided with information and outcomes following these visits, which supported them in their work.

On the day of our visit a district nurse, mental health team worker and social worker visited. Those spoken with told us that staff asked for their advice and support appropriately and they had no concerns in the service. One professional told us, “This is a home that I would move into. The staff are caring and know people well. It is homely.”

There was a system in place to ensure partnership working with health & social care professionals, and local partners. Information and learning was shared amongst local services operated by the provider in collaboration for improvement.

Staff told us they were given updates and guidance in response to changes, updates and incidents. They were clear on their roles in ensuring improvements happened and their contribution to the running of the service.

The providers quality assurance system covered aspects of the service, people’s experience and feedback received. Processes in place, when operated effectively, identified where learning and improvement was needed. Actions were then recorded, planned for and any outcomes documented. Following our concerns raised with regards to unexplained injuries occurring at the service, the regional director confirmed an investigation was completed. They told us, “Following our recent investigation into wound care, we have noted that our recording procedures were perhaps not as robust as required and we have therefore introduced a new way of working to ensure that learning has taken place.” This demonstrated how the provider responded to concerns and took action to learn and make improvements when needed.