Sudbury Care Homes Limited

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 good. At this assessment the rating has remained 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.

There was a positive culture in the service which focused on effective care and support for people. Staff spoke highly of the registered manager and how their supportive leadership and their commitment to both people they supported and staff. Staff we spoke to told us the registered manager's approachability and ability to create a positive, collaborative workplace environment.

The registered manager used team meetings to remind staff of their core values and principles.

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.

The registered manager frequently updated staff in a clear, and understandable way after reviewing available information. A member of staff said, “I’m made to feel comfortable and confident with the manager who keep us updated.” Another staff member told us, “We know what is expected of us and we are supported to achieve this. A staff member said, “The registered manager is always available, listens, and acts.”

Leaders were visibly present within the service, ensuring they remained connected to staff and the people they supported. One staff member said, “The manager is here to support us and enable us to do our best for the people that live here.”  

The registered manager had the skills, knowledge, and credibility to lead effectively. Feedback from staff and relatives consistently described leadership as very supportive. This culture of inclusive and values-driven leadership helped create a positive working environment and ensured that care delivery remained focused.

The registered manager had built up professional relationships with people they supported and staff at the service very well, we observed interactions throughout the day which were natural and supportive.

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

Relatives of people living in the home were comfortable raising any concerns they might have with the managers and felt their views were taken seriously and acted on. People were provided with easy to understand, accessible information about how they could report concerns and how these would be dealt with by the provider. Staff were encouraged and supported to speak up if they had any concerns. They were supported to have their say and make suggestions for improvements through regular individual supervision and group meetings with the manager.

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 were valued, supported by the manager who treated them equally and fairly. A member of staff told us, “I feel our diversity is respected and we are valued by the manager, that’s why the staff retention is so good here.” The registered manager understood the importance of having a fair and inclusive workplace environment for staff to work in. For example, staff had opportunities for career progression, were offered flexible work options. The also were supported with relevant training and supervision to inform their knowledge and understanding of equality, inclusivity and fairness in the workplace.

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.

A range of audits were completed including an audit which reviewed the environment, health and safety, staffing, complaints and safeguarding. Feedback was obtained from people living at the home and their relatives. Action plans were developed following the audit process and were reviewed and updated. The provider had a contingency plan in place to ensure care could be provided in case of an emergency occurring at the home. The provider had systems to ensure people’s personal information was managed securely in line with current legislation.

The registered manager understood and demonstrated compliance with regulatory requirements. They also understood their responsibility to provide honest information, suitable support and to apply duty of candour where appropriate.

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’s processes promoted and maintained good working relationships with other external healthcare services to provide integrated care that met people’s support needs and enabled them to keep healthy. Staff reported any health care concerns to the relevant professionals, and management. They also supported people to access community-based health care professionals, such as dentists and to refer themselves to health care services, such as their GP, to maintain and promote continuing independence through joined up healthcare.

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 team and people supported had experience of supporting people at the end of their life, this had impacted everyone and the provider ensured they learnt from these sensitive situations.

The registered manager said, “This is something that that has impacted us as a team and the people we support over the last few years. As you can see pictures of people who passed on are visible in the home we talk about them, both people and staff had bereavement support.”

There were systems and processes in place to promote and support learning. People, their relatives, and staff provided regular feedback to identify if people were receiving the care and support, they needed. The staff we spoke to were proud of their specific roles to support learning which included medicines champion, a staff member we spoke to said, “I was interested in completing training that was not required in the home currently, however the manager supported this which made me feel positive and valued.”