Walton Park 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

There was a tumultuous divide amongst the management team of the service which had led to the safety and quality of people’s care not always being put first. This was mainly around financial matters. Despite people and their loved ones feeding back on a lack of activities and requesting options to improve this area, action was not taken. Quality governance systems were not efficient as they had not always identified the shortfalls we found during our assessments. Where internal audits had identified shortfalls, these had not been resolved. Staff were aware of how to whistle blow if they felt it necessary.

This service scored 57 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

There was a clear divide amongst the management team which was creating a hostile culture amongst leaders of the service. This included disagreements about how finances were spent within the service such as the use of agency staff and bookings of entertainers. Some of the management team told us they felt like a “scapegoat”. Another said, “I find the mission statement of the business to be false so it feels like you’re working a lie.” The registered manager told us this culture had started to spread amongst other members of staff. They told us, “Theres a mixed culture amongst the staff. I know there’s animosity around things like one minute we’re using agency, then we’re not the next minute.” However, feedback from staff on the culture of the service was positive. One staff member told us. “When I came here I was nervous but it has been really friendly and nice. The manager is always open and willing to listen.” Another staff member said, “We are so many different people here from so many different cultures. We want all the residents to be pleased with the care and be happy. That they look nice and feel loved like a family. Most of the staff are happy and nice.”

Since the day of our on-site assessment, there has been changes in the management of the service. A new manager is now in position and an operations manager is due to start in the New Year.

The registered manager explained they had an open-door policy in which staff were free to approach them. They also told us they did a walk around of the service each day, so they were visible to people, relatives and staff. The Nominated Individual added, “I speak to everyone, treat everyone equally. I have an open-door policy unless in supervision or a meeting. I make sure I’m here to speak to night staff. I’m open and friendly, but equally firm but fair.” Staff said they felt supported by the management team at all levels. One staff member said, I have felt supported by [the registered manager] and [Nominated Individual]. She has been very good at pushing me to go for my exams. I don't have too much contact with [the owner]. He is nice when he comes. He comes to staff meetings.”

Processes were not always in place to ensure leaders were available. A resident and relatives feedback survey from 2024 stated that 0% of people knew how to contact the on-call manager with any out of hours concerns or queries. Since our assessment, the new manager has informed us they have emailed relatives to provide a contact number for an out of hours on call manager.

Staff knew how to whistle blow if they felt their concerns were not listened to. One staff member said, “I would direct my concerns to [the management team]. I'm not the character to keep quiet. I wouldn't swallow anything that was not right.” Another staff member told us, “I'm usually shy at asking but with people's care I know how important it is so I will go and ask or report.” A further staff member said, “I would look at the policy to know where to go for whistleblowing.”

A whistleblowing policy was available for all staff to access on the provider’s internal document storing system.

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 management team felt their governance processes were robust. The registered manager told us, “We try and triangulate everything. Heads of departments do the audits, I’ll do health and safety checks and then they’re all given to me to create an action plan. [The nominated individual] then does her provider checks too.” The nominated individual said, “[The registered manager] knows himself that he’s laid back and things can take a couple of days for communication to happen but that’s the only thing for improving. But he’s very responsive and takes it on board.” There was an overly fractious relationship amongst the management team which had caused a breakdown in provisions for people. A nominated individual of a service is responsible for overseeing and taking responsibility for the quality of care provided by the care and ensuring compliance with service regulations and standards. However, the nominated individual had not taken steps to inform the relevant organisations of their personal concerns within the service until they had given in their notice. She described how she felt the management team was disjointed. She told us, “It’s really hard to answer where we could improve as it is obstructed by [the owner]. Staffing levels could be improved for sure. Activities could massively be improved. It lacks life here. It looks lovely and like a hotel. But without the background music on there’s nothing on.” The owner disputed this and informed us, “[The nominated individual] would come to me and say something was wrong or need improving and we’d talk things through. She didn’t manage finance team, I did. She is a passionate person and hardworking. We worked well for three and a half years. It was soon as she gave her notice in she changed. Thats why I don't want you to think she's not a good operations manager for another company.”

Quality governance systems were not always robust. For example, care notes were not always contemporaneous. This was due to their only being one portable electronic recording device per floor and stationary computers at desks. Furthermore, shortfalls identified in governance audits were not always rectified. For example, the nominated individual’s audit of mental capacity assessments had stated “please make sure you complete all mental capacity assessments and keep this with the paperwork. Remember this is decision specific. The [electronic] version of the mental capacity assessment lacks detail and there is no personalised information regarding the rationale behind the restrictive practice such as dementia, calls risk etc. Please complete by the end of May.” However, we identified that this had not been resolved during our assessment and the registered manager’s understanding of MCA was limited. In a self-assessment completed by the registered manager on 12 September 2024, they state “care plans include evidence of mental capacity assessments alongside their outcomes and how the decision will be achieved in line with the residents wishes.” However, this was not the case as described earlier in this report. This was a breach of Regulation 17 (Good governance) of The Health and Social Care 2008 (Regulated Activities) Regulations 2014. The registered manager was also not aware of their responsibility to inform CQC of unexplained bruising and injuries.

People had access to external professionals and services. These included services such as a hairdresser and chiropodist. People fed back that it was sometimes difficult to get the local GP to visit them for a face-to-face appointment. This was something the management team were aware of and had raised with the GP surgery.

The registered manager told us of close working partnerships they had with local services. They said, “We work with the district nursing team. We work with the local schools who come in at Christmas, and good links with Princess Alice Hospice who have supported us with end of life care before. We’ve got community mental health team, other medical professionals too.” However, they added, “We have two singers that comes in. We had a great team come in who did a Broadway show but that’s now been stopped due to price.” A staff member told us, “With [the community mental health team] it’s a good relationship. With the GP it’s okay but not excellent.”

External professionals were complimentary about partnership working with the service. One external professional told us, “Whilst [The registered manager] and {nomination individual] were at the service they were always welcoming and provided information requested during the visits and any follow up paperwork via email. Staff were friendly and engaging when anything was asked.”

There was a lack of meaningful activities for some people, especially those with dementia. Whereas one person had been supported to attend the local horse racing track to their interest in the sport, others were not given similar opportunities within or outside the service.

The registered manager told us, “Staff are able to feedback during staff meetings, upskilling, handovers in the day. I’m trying to get staff to go through additional training. That's the one thing I’m most proud of. We’ve got five staff who have improved so much and become champions in areas such as medicines, oral care, and wound care.”

There was a slow response in taking action to improve the quality and safety of the service. For example, the delay in fixing the glass panel on the mezzanine floor. A resident meeting had been held the day before our assessment, in which people had requested for a communal subscription to film streaming service. This had still not been implemented by December. Upon asking the new manager for an update, they told us, “We have not installed communal [film streaming services] as I don’t see benefit for them sitting down for two hours watching a movie.” This demonstrated a disregard to people’s feedback and wishes. Following us raising this concern to the new manager, a streaming service subscription has now been put in place in the communal lounges.