Wilford View 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

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 inspection we rated this key question requires improvement. At this inspection the rating has changed to good. This meant the management and staff team led by example and displayed the values and ethos of the organisation. Leaders and the culture they created assured the delivery of high-quality care. The provider was previously in breach of the legal regulation in relation to good governance. Improvements were found at this assessment and the provider was no longer in breach of this regulation.

This service scored 86 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The management team had a clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and a clear understanding of the challenges and the needs of people and their communities. The management team understood there were areas where improvement required embedding and a showed robust proactive approach. The management team were open and responsive to ensuring improvement where any care quality had fallen below the providers expected standards. Wilford View had an open culture, which embraced diversity and was inclusive for all. The management team led by example, and staff understood the importance of upholding the values of the organisation. People’s human rights were fully embraced and supported. The service had a strong focus on how they could enable people to be fully involved in life as part of their community.

The provider had exceptionally 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 always did so with integrity, openness and honesty. The providers were fully engaged in the running of the service and knew people and their relatives well. The registered manager led by example, and showed compassion, empathy and strong, capable management skills. Their vast experience working clinically with people living with dementia and cognitive impairment informed their practice. Staff we spoke with told us they had learnt from the registered manager and the management team. Staff felt they were supported to continually improve their practice, and bring the best of themselves to work each day. In relation to feeling supported by the management team, one staff member said, “Thank you for everything that you do.”

The management team fostered a positive culture where people and staff felt they could speak up and their voices would be heard. Most of the people and relatives we spoke with had not felt a need to raise a complaint, apart from a historic issue related to missing items, which had been resolved. One relative had raised some staff competence concerns, which we discussed with the management team. This was pending an outcome, and any required action being taken. We saw there was regular engagement with people and their representatives. People and their relatives were encouraged to share their concerns or complaints. The management team had an open-door policy and ensured people and their relatives were listened to. One person said, “Do you know, I’ve never felt the need to complain about anything.” Whilst a relative told us, “We’ve never had cause to complain.” Staff understood how to whistle blow if they felt the management team had not satisfactorily responded to them or people. We found the culture of Wilford View was open and transparent, led by a management team who actively encouraged feedback. This feedback was used effectively to improve care quality across the service.

The management team strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people and the staff team. The culture of the service engaged people and staff to celebrate diversity. On the day of our visit, people and staff were celebrating India, by wearing cultural dress, and decorating their skin with henna tattoos. Lunch was a celebration of Indian food, which the kitchen team had worked hard to plan and ensure people enjoyed. Those people who may not like the food on offer were given alternatives. We saw people and staff had decorated their skin with traditional henna tattoo’s using a removable sticker. People and staff who were participating wore Bindi face decorations, and staff showed people photographs of cultural celebrations they had been involved in. One staff member had a cultural requirement to wear wedding bangles for 2 weeks. The management team had redeployed this staff member to a non-contact role for the specified time. This showed respect for the staff members culture and ensured minimal impact, related to requirements for staff to be ‘bare below the elbow’ for personal care and infection control.

The management team had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. Where the management teams auditing processes had not identified the shortfalls observed during our inspection, the provider ensured they responded promptly and used this learning to drive improvement. The providers for Wilford View were fully committed to ensuring future development and maintaining high quality standards of care. They gave their full support to the management and staff team and ensured robust accountability. The management team had monthly operations meetings, following which, clear actions for any required improvements were detailed. The management team ensured these actions were included in a clear service improvement plan. This ensured the service were continually working to improve care outcomes for people. The service championed 'lessons learned' and had fully embraced learning from events to ensure continual adaptations and improvements. This learning helped the management team to understand the expectations upon staff. Staff were supported with routine supervisions and development feedback. Surveys were used to understand what people wanted and areas they felt needed improvement.

The management team clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. The management team worked effectively with people, their representatives and staff to build a culture that focused on enabling people to enjoy their lives. We saw people were supported to have wishes and dreams, which staff encouraged them to achieve. Interestingly, the most popular wish was for more opportunities to be taken on foot locally to specific shops, riverside walks or the pub for a change of scenery. We spoke with the activity co-ordinators and the management team, who had acknowledged this feedback and had plans in place for these activities once the weather improved. People and their relatives told us they would recommend the service to others.

The management team had a focus on continuous learning and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. Themes from any complaints had been analysed by the management team to look for themes and trends. Actions taken by the service included: sharing of this analysis during team meetings with staff for them to understand the complaints. Lessons learned showing where the service could improve included documentation. We saw the management team had implemented additional training to reduce the likelihood of future complaints, including documentation and customer service training. The service recognised the skills of the staff team and championed internal progression. The service had a robust recruitment strategy in place and worked consistently to give opportunities for development and progression, which in turn supported staff wellbeing and retainment. The service recruited internationally as well as locally and championed diversity in their workforce, so as a service, the staff were better placed to meet people’s varied needs. People were involved in recruitment processes to employ staff members who echoed the qualities sought after by people