Sherwood 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 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 good. At this assessment the rating has remained good. This meant the service was 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.

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.

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

There were appropriate whistleblowing policies in place and the service had a ‘speak up guardian.’ There was information available in the staff room about what to do if staff had concerns. Staff told us they knew how to report issues that worried them and felt they would be listened to and action taken to address.

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.

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.

The registered manager had a good understanding of risk and conducted performance reviews of the service to make improvements where required. The registered manager and senior staff conducted audits to monitor quality and outcomes and made changes to practice when needed.

The registered manager submitted statutory notifications to the relevant bodies where legally required to do so.

There was a clear governance structure and staff at senior levels were accountable in their roles and responsibilities.

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.

The management team and staff worked well with local partners such as healthcare professionals, social workers, other providers and commissioners.

We saw several examples of community engagement during the assessment. For example, the care home had links with local churches and shops, and people and staff participated in charity events in the local community.

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 managers and staff were committed to further learning and development to enhance the quality of the service, and the experience and outcomes for people who lived at Sherwood Court. Staff were encouraged to complete further training and managers were involved in local pilots, conferences and care updates.