Stafford Hall

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 registered manager ensured an inclusive and positive culture in the home and took action to continuously improve the service. Staff supported people in a person-centred way. Leaders supported staff and collaborated with partners to deliver care that is safe, integrated, person-centred and sustainable, and to reduce inequalities. At the last inspection published December 2022 the provider was in breach of regulations because they failed to operate effective governance systems and to continuously improve the service. The registered manager made significant improvements to the governance and communication in the service. The provider was no longer in breach of regulations at this assessment. There were now good quality assurance and auditing systems in the home. The management team used those systems effectively to drive continuous improvement. The registered manager ensured audit findings and lessons learnt were discussed with staff.

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.

Staff and leaders shared common vision for the home and the same values. Staff told us what their aim was, “To promote independence and provide a good quality of life.”

The home had a clear statement of purpose and description of the values which the staff team aimed to work in line with. The values included dignity, quality, wellbeing, caring, being inclusive and homely.

Staff valued the management team and felt they were approachable and competent leaders. A member of staff told us, “[The registered manager] is really good and has helped me to progress on to a new role while mentoring me personally to build my confidence.”

The registered manager has been in the role since January 2024. It was clear that staff and supported people were cared for and at the centre of the service. The registered manager has moved the office to a more central location within the home making themselves available to ensure oversight of the day-to-day running of the service. Staff received supervision and one to one time with the management team to ensure their personal and professional development needs were met.

Staff knew how to raise concerns and felt comfortable to do so when needed. Staff told us, “I would speak with my line manager but if it was urgent or a safeguarding, then I would go straight to the registered manager. If the manager was implicated, then I would speak with head office or the local authority and CQC. I would discuss health and welfare with my line manager but anything that could be a form of abuse or injury, I would go to the registered manager.”

The manager held meetings where staff could discuss issues in confidence and where actions could be decided with identified outcomes. The provider had an employee assistance program so staff could seek external support. Surveys were completed and action taken to address feedback. One supported person attended a service review meeting with the provider to discuss where improvements could be made to benefit the people in the service.

The manager has a gratitude programme in place for all staff roles, employee of the month and star of the month where staff are rewarded for their work with a certificate, thank you card, and small gift of appreciation. The provider offers staff flexibility with working hours. When staff have been off work, unwell, the manager holds a return to work meeting to welcome the staff member back. The aim of the return to work meeting is to see what support they need to ensure their return to work is a good experience. A senior manager said, “The registered manager ensures equality and diversity are at the heart of the employment ethos, and it is discussed in one to one meetings and group meetings.”

The provider had clear policies and procedures in place around equality, diversity, inclusion and human rights. Workforce support groups available for staff to gain support and opportunities in meetings for staff to express their views.

We received mixed feedback from staff and families, while people generally said that they were happy with the registered manager, some families fedback that they do not know who the manager is. One staff member said, “Unfortunately within the higher department of Runwood, Stafford Hall is being used to fast track into management. We have new managers every 6 months, sometimes even less. Some of the staff that come in for the manager position have no experience running a home.” This was discussed with the senior management who said, “We would look at ways to improve communication with families and staff when management changes.” During the assessment process, the registered manager was asked by Runwood to step in and oversee another one of their services that was familiar to the registered manager to ensure that the other service had continuity when it needed help. Senior managers said, “This was a temporary arrangement, and the registered manager would return to Stafford Hall.”

There were good governance systems in place and management used them effectively. The coordination of audits, checks and how the findings were shared and discussed with staff had significantly improved since the last inspection. The management team carried out a range of audits and checks such as care plans, mealtime, catering, infection prevention and control and medicines. Staff attended meetings where people’s risks and needs, as well as actions taken by staff were discussed and agreed. Staff fed back daily about any changes, support needs or issues via ‘flash meetings’ which were recorded and monitored. The provider supported the management team by completing quality assurances visits and audits around fundamental standards of quality and safety.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The registered manager told us of innovative ways they are trialling to monitor blood sugars and therefore reduce the discomfort from the more traditional testing. Monitoring and quality assurance audits took place at appropriate intervals and any areas identified as needing improvement were addressed accordingly. There were clear links between peoples feedback and improvements, this included smaller feedback such as a request to have flowers on the dining tables.

The registered manager had a good oversight of the action plans in the service and priorities for improvement. They ensured staff received ongoing support and training in their roles, team culture was improved. There was significant improvement in how people were supported to remain active, independent and to do what they liked.