Delves Court 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 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. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 71 (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, strategy and culture. The registered manager and staff were aware of the values of the organisation and spoke positively about the culture of the home. There were processes in place to ensure there was a positive culture in the home this included ensuring the wellbeing of staff and ensuring staff had received training that gave them the skills and knowledge to promote a positive culture.

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. People and relatives spoke positively about the registered manager and how the home was run. One person said, “I’m very happy here. [Name of registered manager] is wonderful. She comes to see me”. A relative told us, “The manager always speaks to me. She listens. They are very helpful. They give me reassurance when needed”. All staff we spoke with were happy with how the home was run and the support they received from their line manager or the registered manager. One staff member said, “It’s all very good, I feel valued.” There were systems in place to ensure staff and the registered manager understood their roles and responsibilities.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People and relatives were happy to raise and share concerns. They were confident action would be taken. One person said, “The manager always comes round to ask how I am and if anything is wrong and if I need anything.” There was a whistleblowing policy in place and staff were aware of this and the procedures they needed to follow. The home had created an open-door policy where staff were able to speak up and share their concerns.

The provider valued diversity in their workforce. Staff told us they were happy working in the home. One staff member said, “I think this is a great home to work in, I am so supported by everyone.” There were procedures in place to consider staffs’ individual needs. The registered manager told us their workforce was important to them.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate. There were now improved systems in place that monitored the care people received and the quality of the service. These included audits of medicines, health and safety and the care people received. Although these audits had identified areas of improvement, further improvements were needed to ensure they identified all concerns. For example, where care plans were not always in place or where they lacked information.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. There were systems in place to ensure the provider worked in partnership with other agencies, and this ensured positive outcomes for people and improved care. As part of this assessment, we asked the Local Authority and Integrated Care Board for feedback, and we received no concerns.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. The systems in place were used to drive improvements throughout the home. When incidents or safeguarding had occurred, the registered manager ensured lessons were learnt from this.