Droitwich Mews 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.

This is the first assessment for this service. This key question has been rated 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 75 (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. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The home had a clear vision which was outlined in the Statement of Purpose, “To provide exceptional care and experience for all our residents, relatives and colleagues. Our vision is to create meaningful and fulfilled lives together.” Policies and procedures and staff training were available to guide staff in equality, diversity and human rights, helping to promote good compassionate care. More than one person told us they would recommend the home to other people in a similar position to themselves. One person said, “Would definitely recommend the care home and in fact they had, I do rate this place, can’t fault it bloody good service.” Another person said, “Couldn’t say anything bad about this place, really, really happy here.” A further person told us, “I would recommend here, home from home.”

The provider had 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 did so with integrity, openness and honesty. We received consistently positive feedback about the management team. One person said, “Could talk to manager definitely approachable.” Staff spoke positively about the management team and felt they were approachable, supportive, and competent leaders. One staff member told us, “[Registered manager name] has made changes, it's made a difference, things needed to be done. They have experience of what needs to be done. They are wonderful and are bringing the changes, they have core values. Things have been improved since they have been here. They are open to suggestions; they listen to ideas.” The registered manager knew people well; they could tell us in detail people’s needs, likes and preferences. They had a good understanding of their role and regulatory responsibilities. The registered manager was enthusiastic about the work they did and open to feedback and learning. The registered manager told us they were supported in their role and spoke highly of the support they received. This included support from both onsite staff such as the deputy manager, unit manager and the customer service manager, and regular visits and support from the regional director. In addition, they also received support and were paired with another manager as a mentor for any support or guidance required. They were provided with relevant training and would be supported to access any further training or development needs if this was identified.

The management team fostered a positive culture where people felt they could speak up and their voice would be heard. We observed a culture where staff and the registered manager acted with openness, honesty and transparency. Staff said they knew how to raise concerns, were able to feedback suggestions and ideas for improvements and felt listened to. The registered manager was passionate and motivated about the work they do. They worked with people, relatives, staff and other professionals to instil a culture of care which valued and promoted people's individuality, protected their rights and enabled them to live the lives they wished. The registered manager was open about lessons learnt and actions taken to prevent recurrence. They understood duty of candour and their responsibilities. They had ensured relatives were kept up to date with any concerns about people's care needs. The provider had up to date whistleblowing policy and procedure in place and information for staff on how to raise concerns. People, relatives, and staff were actively encouraged to feedback either formally or informally. For example, through individual conversations, at 'residents' meetings, relative’s meetings, during staff meetings and supervisions.

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. Staff spoken with told us they were treated well, felt respected and valued by the registered manager and management team and Droitwich Mews Care Home was a good place to work. There were processes in place to ensure staff were treated fairly and equally and their rights were upheld. For example, there was an equal opportunities policy in place.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. Staff were clear about their roles and responsibilities. The management team were open and honest during the assessment process and were responsive to feedback. For example, following our onsite visit the registered manager had further improved daily recording. The registered manager understood their regulatory responsibilities and there were clear systems and processes in place to ensure the service ran safely and effectively.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. People and their relatives did not raise any concerns in relation to referrals not being made to health and social care professionals. Records confirmed people regularly saw other professionals when needed. Staff knew how to seek advice or make referrals as required. For example, we saw referrals were made to the falls team for advice to mitigate the risk of further falls. People were encouraged to maintain relationships, and visitors were welcome in the home. The staff team were extremely passionate about being part of the community. For example, cinema club was held on a Friday and was open to the local community. Staff and people held a stall at Worcester hospital main entrance giving away free cakes and details of their events and brochures and, held ‘Winter warmer’ within the home, welcoming anyone in from the public for a hot drink and a piece of cake.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. Staff told us teamwork and morale had improved. The registered manager was transparent and shared with us there were challenges when they first started in post. They had identified areas which needed changing and improving and had worked hard to make those required changes. They were committed to continue to make improvements. The registered manager analysed incidents and accidents to identify themes or trends to reduce the risk of avoidable harm. For example, in relation to falls. Communication was shared with the staff team to constantly improve practice.