Paisley 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. There was an open and honest culture within Paisley Court and staff felt confident to speak with the leadership team about any concerns. They had prioritised improving staff morale and wellbeing. Initiatives included hosting manager surgeries twice a week, which provided staff with an opportunity to speak up and offered a greater manager presence for nighttime staff. Since the last assessment, improvements had been made to the governance systems within the home and the provider and the management team were aware of areas further improvements were required. Plans were in place to address these. Partners spoke positively about collaborative working which identified improvements in people’s care.

This service scored 71 (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 provider demonstrated through meeting minutes and quality action plans there was a shared direction between them, staff and people using the service. A clear set of values had been created with involvement of people, their families and colleagues. Most staff told us how morale had improved recently, and they felt there had been significant improvements within the service, including a refurbishment of the building and more support from managers.

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. Following on from the previous assessment, leaders were aware of the main issues within the service and were working towards improvements and changes which were all documented in a home improvement plan.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff had regular supervision and support from leaders. Staff we spoke with felt able to raise concerns with managers and felt they were listened to. One staff member told us, “We can make suggestions and talk about any changes we think could work.” The provider ensured all complaints and concerns were logged and investigated effectively.

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. Medical declarations were explored, risk assessed, and reasonable adjustments made when required. Some staff discussed how the provider had supported them with their mental health and improving wellbeing.

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. However, whilst there were effective audits in place, there were still some gaps in the oversight, for example, completing effective daily checks and walkarounds. Managers were aware of these issues and told us it was ‘a work in progress’. Whilst we were on site, they developed and made changes to some of the daily checks to ensure the issues we identified were being monitored and addressed.

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. Professionals confirmed the provider worked well with them to improve care for people. The provider was part of a multi-disciplinary team (MDT) with local professionals including community matrons, GP and Network Nurses. MDT meetings were held monthly and allowed for discussions around people’s care needs, deterioration in health and new admissions. This provided an opportunity to review each person’s care collaboratively.

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 contribute to safe, effective practice and research. Leaders discussed opportunities available for staff members to continually develop and progress in their roles and shared examples where this had been successful. One staff member told us how they were facilitating dementia training and was in the process of further developing this to be delivered to leaders, as well as other staff members.