Cadbury Hall 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

The service had governance arrangements which supported continual improvement in the service. Breaches of regulation found at our previous inspection had been addressed. There was a programme of audit which helped identify areas requiring improvement. Leaders were compassionate and inclusive and the provider took account of issues relating to equality and diversity. Staff felt supported and able to speak up to raise issues or concerns.

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.

Leaders shared with us that they had a clear vision for the service. This included the aim of acheiving high quality care for people in the home, to include people in how the home was run and to provide good support and development for staff.

The service had clear processes to ensure the service achieved its vision of high standards of care. A programme of checks and audits identified areas for improvement. Managers and leaders actively sought the views of people and their families through meetings and providing opportunity to give their views and opinions.

The service had systems for staff to seek support and raise their concerns. There were regular staff meetings, where important developments about the service were shared. Staff received training to support them in meeting the values and aims of the service. We saw for example that staff received training in equality and diversity.

Staff told us they felt well supported and were given training and support to carry out their roles effectively. One staff member said, "Yes, it is a nice place to work", and "staff work well together". Another member of staff told us they had training in supporting people with dementia. Staff told us they felt able to approach managers if they had any concerns.

The service had processes to support staff in speaking up and raising concerns. This included relevant policies in relation to safeguarding and whistleblowing.

Staff knew where to find relevant policies to support them should they need to raise concerns formally. They knew they should speak with senior staff within the organisation to escalate issues if necessary.

The service had a recruitment and retention plan which helped promote equality and diversity within the workforce. New members of staff were encouraged to give a 'this is me' presentation to the staff team when joining the service as a means of sharing important information about themselves.

Staff told us morale was good and staff worked well together as a team.

There was a programme of audit and checks in place in order to identify areas for improvement. Action plans were in place to provide a framework and timescales for improvements to be made. This included listening to feedback from people and their families and creating an action plan based on survey feedback.

We spoke with senior staff about the improvements made since our last inspection and the actions they had completed to rectify the issues we previously found. Breaches of regulation had been addressed. Staffing levels had improved and quality assurance systems were now working more effectively. Concerns in relation to the safety of the environment had been rectified. This reflected leaders’ commitment to continual improvement and taking action when shortfalls were identified.

Leaders and staff told us about the ways in which they engaged with stakeholders through meetings, surveys and handovers.

The home received regular visits from healthcare professional to meet people's health needs.

Staff and leaders told us about the ways in which they were continually looking to improve the service. This included listening to feedback and proactively identifying shortfalls through checks and audits.

The service had a management structure which supported local staff in monitoring and improving the home. Senior staff within the organisation regularly visited the home and this allowed the provider to maintain oversight of the service.