Hurst Park 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 inspection we rated this key question requires improvement. At this inspection 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.

At our last inspection, we found the provider was in breach of regulation 17 (good governance). This was due to the provider failing to operate effective systems to ensure the safety and quality of the service. At this inspection we found the provider had taken enough action and was no longer in breach of regulation.

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.

Staff understood this vision, their roles and responsibilities and spoke with passion, placing a real focus on person centred care and the best possible outcomes for people.

Staff felt valued and described a positive culture and great teamwork. Comments from staff included, “The managers often thank us for our hard work and especially appreciate how difficult it’s been for us without a permanent manager” and “They always thank us at staff meetings.”

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.

Since our last inspection, the manager had left the service, and the provider had implemented a management team to provide oversight and to lead staff in line with the provider’s values. Leaders and managers were available and had the experience and capability to ensure the provider’s strategy of delivering high quality care was delivered.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us they were confident to speak up and felt they were listened to, one member of staff told us, “We can go to the office and speak with a manager in private, they always seem to listen and sort any concerns out.”

Feedback was sought from relatives, written feedback from a relative stated, “Staff demonstrated an unwavering commitment to [Name’s] well-being, ensuring [Name] received the highest quality care.”

Questionnaires were used to gather people’s feedback, in addition to this, meetings were held for people, which provided people with opportunities to air their views.

We saw multiple examples of people’s feedback and points of view being listened to and acted on in a meaningful way. For example, people had fed back they would like a nail manicure station, this was implemented with people being able to choose what colour nail polish they would like to wear. People were directly involved with food choices and worked with the chef to help devise seasonal menu changes.

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.

Equality and diversity were actively promoted. Staff told us they felt included and were treated fairly. Staff provided examples of how they were supported to work flexibly to fit in with childcare arrangements and caring responsibilities. Another member of staff told us they used to work night shifts and now worked day shifts to fit in with their personal circumstances.

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.

At the time of our inspection, a new manager had been recruited and was due to start within the next few days at the service.

Although it is a condition of the provider’s registration to have a manager registered with CQC, the provider had implemented a management team, some of whom were based at the service to provide the necessary oversight and governance.

Governance processes helped to deliver good quality, sustainable care, treatment and support, and ensured the provider had an up-to-date picture of risk across the service.  

Where audits had highlighted shortfalls in practice, there were actions in place to help resolve any issues.

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’s care records evidenced appropriate partnership working with external agencies, for example, in relation to managing people’s nutritional requirements and skin integrity needs.  

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.

The provider demonstrated they were focused on learning and improving by responding positively to our findings at the last inspection and had worked hard to make changes driven to better improve the standards of care for people.

There was evidence of appropriate learning from any incidents, complaints and safeguarding concerns, with any concerns being investigated in a sensitive and confidential way. The provider used this information to help drive up further improvements in the service.