Warren 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. 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 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 registered provider, registered manager and staff had a clear vision for the service. Staff told us they received regular supervision, and the registered manager supported them to deliver safe, person-centred care to people living at the service.

The provider had inclusive leaders 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.

The provider had a registered manager in post. The current registered manager told us they were due to leave their post. The provider told us they had appointed a new home manager to take over from them. The new home manager was applying to the CQC to become the registered manager for the service. The registered manager and provider told us they would oversee the day to day running of the home until the home manager was registered with the CQC.

There was an organisational structure in place and staff understood their roles, responsibilities and contributions to the service. Staff were positive about how the service was run and about the support they received from the registered manager and the home manager. A staff member told us, “I like working here, the teamwork is good. As a team we get good support from the manager.”

Management support was available to staff when they needed it. The registered manager told us there was a 24 hour on-call number where staff can contact managers if they need any advice or support.

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

Staff were supported to have their say and make suggestions for improvements through regular supervision and meetings with the registered manager. A member of staff told us, “I get supervision with my manager every 3 months. I attend regular staff meetings; we talk about the residents and what they need and how we should support them. I feel comfortable to put my views across. I think the manager listens to what the staff have to say.”

The provider had an accessible complaints policy in place. The policy detailed how people could raise concerns if they were not happy with the care or service they received. People we spoke with told us they knew about the complaints procedure and how to complain, but none of them had ever needed to make a complaint. One person told us, “I have no concerns now but if I did, I know how to complain. The manager is a good listener.” The registered manager told us they had not received any complaints. However, if they did, they would follow their complaints policy and procedure to ensure the complainant was satisfied with the actions taken.

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 told us they felt supported by the managers and supported in their role and are happy working for the service. Comments from staff included, “There’s lots of appreciation which is nice and makes you want to do your job”, and “There’s really good support for staff, the manager is very approachable.”

At our last inspection of the service in September 2023, we found the provider had a lack of effective quality assurance systems in place. At this assessment we found enough improvement had been made and the provider was no longer in breach of regulation 17.

The provider had clear responsibilities, roles, systems of accountability and governance. They used these to manage and deliver quality, sustainable care, treatment and support. They acted on information about risk, performance and outcomes, and shared this securely with others when appropriate.

We saw an action plan from the local authority commissioning team’s quality assurance visits to the service. This included actions for improvement. The action plan confirmed the service had taken action to make suggested improvements, for example, window restrictors were reviewed and replaced as necessary and people’s care plans were reviewed and updated to reflect their needs.

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.

The provider told us they regularly received the minutes from provider forums run by the local authority. They said they found these useful. They had started using an online infection control audit following discussion at a provider forum.

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 contributed to safe, effective practice and research.

We saw regular audits and checks were in place to oversee good service delivery and ensure people’s safety. These audits covered areas such as, infection control, hoists, personal protective equipment, health and safety, and call bells. Monthly audits were also completed for fire alarms and fire equipment, care plans and risk assessments, medicines, accidents and incidents, safeguarding and complaints.

Regular staff meetings were held to advise staff on best practice relating to safe care of people using the service. Issues discussed with staff in the December 2024 meeting included, for example, residents’ well-being, supervising residents at mealtimes, care plans and risk assessments, the importance of accurate recording and staff training.