Wilton Place 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

We reviewed 7 quality statements in this key question.

This service scored 82 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff told us the registered manager wanted a good service and the best outcomes for everyone living there. Staff told us they recognised the registered manager worked to the provider values and encouraged staff to do the same. Staff shared the registered managers aim of having a good place to work and a good environment for people to live. One member of staff told us, “I am familiar with the values, they [management] give us a key ring with the bits on. It is not drilled into us in an overbearing way. It is on notice boards, and we get told in training what they want from us as staff. I understand the values. I think it is a nice place to work.”

When new staff started at the service they had information about the provider values, vision and strategy as part of their induction. They were also given small cards on a key ring with information about the values. The registered manager told us they had not been under any pressure from the provider to fill the home when it opened. They had a strategy to gradually increase places to make sure they recruited the staff they needed to support people safely.

All the feedback we heard from people, relatives and staff about the management team at the service was very positive. Staff told us they felt having very good leadership who wanted the best for people, enabled them to provide good care. Comments from staff included, “[Registered manager] is supportive she is lovely. [Registered manager] and [deputy manager] run the team very well”, “People work well together. I feel like the residents have a good quality of life here, that feels good to be around” and “From a management point of view, it is very much a please come and talk with us, I think that is nice. They [management] want to hear about any concerns, they want to sort things out.” Staff told us management were visible at the service and always approachable if they needed help. One member of staff told us, “They [management] are always there, they will listen, and they will deal with concerns. If people want to speak with them, [registered manager] will go and see people. They work very hard, and they are very supportive. They [registered manager] are passionate about what they do, and they want it to be a lovely home. I am very happy there.”

The service had a manager in post who was registered with Care Quality Commission (CQC). This meant in addition to the provider recruitment process the registered manager had also completed the CQC fit person process to become registered. The provider supported the registered manager and a regional director visited regularly to provide support and monitor quality and safety. There was also a deputy manager in post who worked with the registered manager day to day. The registered manager told us they were also recruiting into another management role to strengthen their leadership team. Some applications had been received from internal members of staff. Leadership training was provided to any staff working in a senior role. This helped to develop their management skills. The provider carried out regular staff surveys to monitor what staff thought about a range of areas. This was done anonymously and shared with the registered manager. Results from the previous surveys demonstrated staff were very happy with their working environment and management approach.

Staff were aware of whistleblowing procedures and knew how to share any concerns. The regional director told us there were speak up champions amongst staff who met regularly. If staff did not want to speak with the regional director, they had other directors they could contact.

The provider had a whistleblowing policy and told us staff had telephone numbers of people to contact if they wanted to raise any concerns. We observed details on how to speak up were posted on notice boards in staff rest areas.

Staff told us there was equal opportunities at the service and they had not experienced any discrimination. Some staff spoke to us about ways in which the registered manager had provided reasonable adjustments to their ways of working. This had really helped with their wellbeing. The registered manager told us the provider did regular staff surveys to encourage staff to share their feedback. Following a recent staff survey, action had been taken to provide staff with garden space where they could relax while taking breaks. This was in response to feedback received from staff.

The provider had a range of policies and procedures to support equality, diversity and inclusion amongst all of the staff regardless of their roles. Formal health assessments were completed to identify any additional support staff might need. The service employed ‘bank’ staff who were able to work as and when they wanted and as the service needed them. This gave staff greater flexibility with their working lives. Staff were provided with training on equality, diversity and inclusion and had access to additional resources if they needed it.

The registered manager told us about checks that were carried out to monitor the quality and safety of the service. The registered manager showed us some new files they had set up to collect evidence of the work they were completing in different areas. They told us this helped to demonstrate how they were compliant in areas across the service. They also collected evidence on the support they received from the provider.

The provider had established governance systems to carry out assessments and checks of quality and safety. Audits were being completed at the service by staff and the provider also carried out their own checks. All actions identified were added to the service improvement plan. The registered manager told us they monitored actions with the provider to make sure they were completed in a timely way.

People and relatives, we spoke with did not raise any concerns about how staff worked in partnership with others. People told us they would recommend the service to others and told us about partnership working they had seen and experienced. Comments included, “We have recently been told that they [staff] are now arranging for an optician to visit, it’s one less thing we have to worry about organising” and “They [people] have visits from the local school and Beaver Scout group. It’s good for the residents to see some younger faces.”

Staff were aware of external stakeholders and talked to us about how they worked with them to improve outcomes for people. Staff told us how working in partnership had helped them to get to know people better. One member of staff told us, “I have enjoyed the whole time here. Dealing with more professionals, GP’s and nurses has helped me get to know the residents better. It has been nicer to get to know people.” Staff told us how they worked closely with visiting GPs to review people’s care and make sure they had the health care they needed. One member of staff told us how partnership working had improved people’s health outcomes in specific health conditions and pain management. The registered manager told us about all the external stakeholders they worked closely with which covered a wide range of services. They recognised the importance of good working relationships with professionals to make sure people had the care and support needed. The registered manager also told us about all the local activity groups they invited into the home to provide engagement for people. The registered manager said they tried to tailor the provision to give people an opportunity to learn new skills or rekindle past interest. For example, staff had invited a local dance group to the service to provide a show for people. This was carried out as people had been dancers and had shown interest in re-visiting this hobby.

All of the professionals who shared feedback with us spoke very positively about how the service worked in partnership with them and welcomed them into the service. Comments from professionals included, “They are very open to people going in, they are not afraid for people to see what is going on. The care is good, I know people are going to be well looked after” and “It is the best care home on our case load. When you log in at reception, they call for senior staff to come around and see people with us. We know when people are coming in and when they are going home. If the person lives in our area, we can then make sure they get the care needed in their own home.” Professionals told us there was good communication with the staff and staff were responsive to guidance provided. One professional told us, “I have always felt that staff have been open with me regarding their concerns for residents. Communication has been very good. Staff have been willing to act on our recommendations.” Professionals spoke very positively about the person-centred care they had seen when visiting the service. One professional told us, “The various activities and bespoke provision is very impressive. There seems to be no grouping people together for the convenience of the home, it is all about the individual. I have noticed they are all known by name by the staff.”

The registered manager was aware of resources available to them if they needed additional support for people. This included contacts at the local authority such as social workers or occupational therapists. The registered manager also reached out to healthcare professionals to build and maintain good working relationships. Specialist staff such as community nurses, paramedics and physiotherapists were all welcomed to the service for refreshments when they needed a break while working. This could be facilitated any time of the day or night. The service offered meeting spaces and refreshments to local support groups. During our visit we observed a community women’s group using the facilities for their regular meetings. We were told about many other groups that used space at the service for their meetings or events. The registered manager told us where possible and appropriate people were involved in events happening at the service.

The registered manager told us they had identified ‘champions’ for different areas of the home. This role had additional training from the provider and time to support other staff in their specialist area. For example, there was an infection prevention and control champion. They had received specialist training and support from the provider and carried out some quality checks for this area of practice. The registered manager told us they were always looking for ways to improve the service. One area they were reviewing was how to involve people in staff recruitment. The regional director told us the provider had invested time to support registered managers to learn about the Care Quality Commission’s new ways of working.

The provider had systems to cascade any learning, innovation or new ways of working to their services. There was a monthly call for registered managers with the senior leadership team to discuss any new ways of working and how to implement this. The regional director told us there were numerous regular meetings within the senior leadership team to identify potential changes to practice or legislation. If the regional director identified any learning or concerns with the service, they were able to reach out within the organisation for further guidance.