Warmere 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

At the last inspection, we found the provider in breach of Regulation 17 of the Health and Social Care Act 2008 (Regulation Activities) Regulations 2014 – Good governance. Some people’s dietary needs and risks had not been identified through the auditing systems, concerns about medicines managed for people living with Parkinson’s disease, and repositioning charts. At this assessment, sufficient improvements had been made and the requirement of the breach of Regulation 17 had been met. A robust system of audits had been developed which identified and reviewed people’s risks, with associated actions for mitigating these risks. Medicines audits monitored how and when people received their medicines to ensure these were administered when required. Monitoring charts, such as for repositioning people, were completed in a timely fashion and in accordance with people’s care plans.

This service scored 54 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff were supported by their line managers and by the senior management team. The registered manager told us, “Shaw Healthcare do a lot for their staff, organise bonuses, deliver training and development through a leadership course. There is always someone there and we all work well as a team. We have face to face meetings with other managers too.” Staff gave us positive feedback about working at the home. A staff member commented on the good training opportunities, with regular refreshers and updates, mainly through e-learning. Daily meetings meant regular conversations took place about what was happening at the home and any suggestions or comments on improvements and actions to be taken. Another staff member told us, “I am happy working here. It’s a great place to work, great residents, great team, great culture.” They described the registered manager as, “very supportive and approachable and visible in the service. I respect her as my manager and I feel I get the same level of respect in return.”

A robust system of audits had been developed to ensure good monitoring and oversight of the home. The registered manager undertook monthly and quarterly audits. These were visible on a dashboard electronically and the provider’s compliance team also had oversight of these audits. Audits were regularly reviewed by the provider’s senior managers so outcomes were clear, and any additional action points and timescales could be added. From these audits, service improvement plans were formulated with action points and timescales. These had to be signed off by the regional operations manager and each was given a rating of priority between low and critical. All audits had a ‘lessons learned’ tab and could not be signed off without this being completed. Since the last inspection, a new system for recording accidents and incidents had been introduced. This provided continuous monitoring and lessons learned. For example, recording a pressure area on the heel of a person, what had happened, why it was not noticed sooner, pressure care training being arranged for staff and discussions about the incident. Information from the National Institute for Clinical Excellence (NICE) guidelines on assessing and prevention of falls was on display for staff to access. There were triggers all the way through the process to signpost staff to relevant actions, such as in the event of an unexpected death – have the relevant people or authorities been notified? Dietary risk assessments were undertaken by registered nurses. These were shared with the chef and required signatures from the nurse and chef. These also formed part of the home’s audit processes. Once the chef had the information about a person, they transferred this on to a personalised diet plan sheet. This sheet was held in the kitchen and in the dining room for staff to access.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.