Victoria 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 service 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 requires improvement. The provider was previously in breach of the legal regulation relating to good governance. Improvements were found at this assessment and the provider was no longer in breach of this regulation. At this assessment the rating has changed to good. This meant the service was well-led and promoted high-quality, person-centred care.

This service scored 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision and organisational values. This was based on equity, inclusion, engagement, and understanding the needs of people. The organisation’s values of, ‘caring, respect, passion, trust and making a difference’, were displayed around the service, on the provider’s website and were part of the induction process. There was limited knowledge of what the values were at the service. However, staff spoken with reflected and demonstrated how they delivered person centred care in line with these values. Staff worked closely as a team and respected one another. Staff culture had been impacted by instability and changes in the management of the service.

The provider had inclusive leaders who understood the context in which they delivered care, treatment and support. A new manager at the service was getting to know people, their families and staff. They were being supported in their induction by senior staff. We received positive feedback about the manager’s approach, communication and visibility. Senior managers were holding open sessions to speak with staff and listened to concerns or issues.

The provider fostered a culture where people could speak up. Processes for people and staff to give feedback included whistleblowing procedures, staff surveys and keyworker meetings.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Flexible working was taken into account in line with the needs of the service. Training opportunities were available for all staff members to develop their practice.

Governance systems had improved to ensure the quality and safety of the service was regularly monitored. Infection prevention and control, health and safety, risks relating to people, medicine administration and keyworker meetings were regularly assessed. A service action plan had been developed to ensure identified areas for improvement were completed.

The provider had a staff structure with roles and responsibilities. The service had been through many managerial changes which had negatively impacted the staff team. Staff had not felt valued during times of management instability. A new full time manager had been appointed and planned to register with the Care Quality Commission. Regular supervision was not provided for all staff members. This meant staff did not have time to raise issues or ensure their well-being was managed. The manager planned for this to be addressed and had a programme of supervision going forward.

People were supported to access, utilise and be part of the local community independently or with staff support. Information was shared with families. Relatives told us communication with the service was positive, “They keep me up to date,” and “I get lots of feedback from staff.” We received positive feedback from a health and social care professional, “[The service] are responsive and share relevant information. Team Leaders know who to contact to raise any concerns or queries.” The provider recognised the service could develop their partnership working in order to collaborate with others and had included this in their action plan.

The provider focused on continuous learning and improvement across the organisation. Senior staff attended internal and external meetings to share learning. People, relatives and staff completed a survey to give feedback about the service. The service encouraged creative ways of delivering equality of experience, outcomes and quality of life for people, using positive behaviour management. Staff told us how they engaged and supported people to try new activities and experiences and live a full life.