Wendreth 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

People told us that the manager is visible, and they get on well with them. Staff told us that there is a positive culture at the home. They said they felt able to raise concerns and that they were listened to. Staff had a clear understanding of who to report concerns to and safeguarding processes. The service had a development plan which included audit findings, survey feedback and new initiatives. The registered manager had arranged external training, and staff were supported to develop their skills. We found care plans provided lots of evidence of working well and collaborating with other services to improve people's health and well-being.

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 told us an open culture was present at the care home. Staff told us the registered manager provided good leadership, for example, staff told us the registered manager was passionate, confident and happy. Staff told us the registered manager's door was 'always open', and they felt the management team were approachable. The registered manager told us they think the staff are all passionate and caring, driven by the right motivations. They said that they always emphasise to staff that they need to bear in mind whether they would want their relative staying in the home and that they feel they have a moral responsibility to provide good quality care and demonstrate empathy.

There was an up-to date quality and diversity policy in place detailing the home's zero-tolerance approach to discrimination. The home's development plan was reviewed and monitored by senior staff, the regional manager and quality team and included shared visions for the service. For example, they were introducing a 'happiness hero' and 'sustainability star'. Also on the plan were actions required following survey feedback. Staff complete training in equality & diversity, positive behaviour support, person-centred care and privacy & dignity. Personal development courses were also available for professional boundaries and meaningful engagements.

Staff told us they felt valued by the registered manager, and that their development and training needs were reviewed and acted upon. For example, 1 staff member told us, 'I have found [registered manager] to be nice, welcoming and passionate. [Registered manager] has shown interest in developing me, which I am pleased about. I would never feel uncomfortable challenging any information or decisions if I was worried.' Another staff member said, 'I can approach [deputy manager and registered manager] at any time. I feel well supported and valued. I am always asking questions to increase my own knowledge and confidence in areas.' The registered manager also told us that they felt well supported and that they are not working in isolation and had always been able to purchase items needed for the home.

Meeting minutes recorded the registered manager checking with staff that they felt supported and they were offered guidance and shown appreciation. The service development plan included their latest innovation of introducing a 'happiness hero' to boost staff motivation and wellbeing.

Staff told us they felt able to raise concerns and that they would be listened to. Staff surveys have been completed already and when staff clock in and out they can provide anonymous feedback about whether they had a good shift. The registered manager gave an example that a member of staff fed back that a senior carer was helpful following a shift. One staff member said about the registered manager 'I find [registered manager] very approachable, if I have concerns and deputy not here, can go to manager straight away.' The registered manager told us they protect whistleblowers by asking them how they would like to be protected and discussing outcomes with them. They gave an example of supporting a whistleblower by agreeing on a plan they were comfortable with.

During a review of the environment, there was evident information available to aid staff in ‘speaking up’ if they had any concerns. This information was in the staff room, along with manager on-call numbers, and contact details for the local authority and CQC. Furthermore, contact details were also within the communal area of the care home. The safeguarding policy states ‘Glenholme Senior Living (March) Limited has a clear Raising Concerns, Freedom to Speak Up and Whistleblowing Policy and Procedure in place which staff are frequently reminded about and with which they must be familiar. They must also understand how to escalate and report concerns.' We saw evidence of this in practice.

Staff told us they felt valued, and a diverse workforce was present. Staff respected one another, told us they felt supported by the team and reflected on recent improvements in staff morale. Staff told us they felt supported and had regular team meetings and supervisions. Staff also told us they felt managers were visible and had good oversight of the team. For example, 1 staff member told us, 'Staff meetings do take place, for one I joined [using technology] as I couldn’t physically be there.' Another staff member said, 'We have staff meetings, and we are notified in advance of these, and the minutes are put on the staff board. This keeps us up to date. General updates will be put on the [technology] for us to read.' The registered manager told us that the senior leadership team had supported the managers and staff during a period of staff changes at the home.

Wendreth Court development plan included actions in progress and also future ideas. For example, the service was planning to introduce keyworkers. The service offers professional development courses for staff and supports any staff undertaking their own career progression. Training certificates showed that there were senior staff with 'train the trainer' qualifications and the home offered opportunities for staff to be 'champions' in a particular area of their interest for example dementia champions.

Staff told us they felt supported by the registered manager and confirmed staffing levels were appropriately reviewed based upon the needs of people. Staff were aware of what to do in an emergency, and the procedures to follow. Records were held securely, and staff knew how to access and handle personal information. For example, 1 member of staff said, 'Staff are not to leave things, important things, laying around.' Another member of staff told us that only managers had access to specific records, such as staff files. The registered manager told us in the event of an emergency all the contractor numbers are available and there is always management available to reach in an emergency. They told us that in their absence there is still a good network of support for staff from the deputy manager and regional management.

Systems were password protected and staff had an understanding of appropriate information sharing and confidentiality. People had personal evacuation emergency plans (PEEPs) and there was a business continuity plan detailing what to do in the event of an emergency. The registered manager regularly meets with their line manager to discuss workforce planning. Monthly audits were seen for infection prevention control, medication and staff recruitment files which included comments when issues were identified. However, when comments were made actions were not always recorded. Audit findings were added to the Wendreth development plan which included a time-frame and the staff member responsible for resolving.

One relative told us that prior to their family member’s admission the deputy manager visited them, and they had a good meeting. They told us that a full assessment was completed, and they looked around the home. One relative told us that their family member had moved from another service due to their health deteriorating and the management team helped with practical arrangements. This included liaising with the local pharmacy.

Staff told us they had positive working relationships with health partners. This included GP’s, district nurses, dietitians and specialist nurses. Staff shared concerns and updates with partners and daily staff meetings were an opportunity to update the team on health appointments, professional recommendations and referrals made for people.

We saw feedback from a local authority brokerage officer praising the registered manager for their response to new referrals. However, feedback from partners was limited due to them having minimal involvement with the care home so far.

Care plans provided lots of evidence of working well and collaborating with other services to improve people's health and wellbeing. The policy of the month was discussed in team meetings and knowledge checks were completed. The registered manager promoted certain topics regularly for example the Mental Capacity Act. The registered manager had arranged external training from the falls team and dietitian. They had also supported a member of staff to shadow nurses in another home and involved them in the reviews with the pharmacy to develop their skills and knowledge.

The registered manager told us the care home was actively participating in research, where it was appropriate to do so. The registered manager said the research was specific to the care home, and people they support, and through doing this they hope it will improve the outcomes people experience. The registered manager advised a dementia specialist has visited the home since the inspection visit to provide advice on dementia friendly features. The registered manager has devised their own presentations for staff to share knowledge.

Wendreth Court development plan included audit findings and had timescales, a priority rating and detailed who was responsible for completing the action. Feedback from CQC at the site visit was immediately added to the plan.