Croft House 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

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.

The provider had created a strong shared purpose and feedback we received from people; their relatives and staff was about how Croft House Care Home was ‘a family’. Comments included, “We know everyone who lives here really well we are like a family” and “One of the main reasons I have stayed working at Croft House is the friendly environment and family feel to our home.” One relative told us, “All the staff are very good here, and they interact with the residents. It is more like a family here really.”

The management and staff we spoke with shared the same passion for ensuring people were at the forefront of their care.

We observed positive interactions between staff and people that were engaging and person centred. Feedback from people and their relatives supported our observations.

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.

We received positive feedback about the management of the service from staff. Comments included, “The home manager is more than approachable, and I know I can go to them with anything, and they will listen and help and support me where they can.”

People and their relatives told us management were approachable and were able to raise any concerns. One person told us, “I know the management, they are very approachable, and yes, I would now how to make a complaint, but I have not had too yet.”

The management team were responsive, open and honest throughout the assessment and responded positively to feedback given.

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

Staff were encouraged to speak up if they had any concerns and had received training in safeguarding and whistleblowing. The provider had staff surveys in place and had also completed a ‘You Said, We Did’ survey for staff to be able to provide feedback as well as regular team meetings. Staff told us they felt comfortable with speaking with management and had regular supervisions.

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.

The provider had a policy in place for equality, diversity and inclusion and staff had completed the required training in these areas. Feedback from staff was positive about being treated fairly at work and support from management.

We observed a positive culture during our onsite inspection.

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.

The provider had a clear governance framework in place to ensure regular checks of quality and safety were made. Regular audits and risk assessments were in place to monitor quality assurance and identify areas for improvement, for example around areas relating to health and safety and staff supervisions. People’s care plans and risk assessments were being reviewed and updated regularly.

Providers we regulate have a statutory responsibility to notify CQC about certain events that occur in a service. The provider ensured notifications were submitted, as required.

Staff meetings were held regularly, and covered various aspects of the service for discussion, for example people's care needs, staffing and any environmental concerns.

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.

Feedback we received was positive around partnership working and working collaboratively to improve outcomes for people. We saw evidence of effective partnership working and the management and staff were responsive to guidance given. People were supported to attend appointments when needed and professionals visited the home regularly to meet people’s needs.People were encouraged to participate in activities and the provider facilitated community access for people where possible. One person told us the provider had ensured they had been able to visit a loved one and spend time with them on a special occasion which had been very important to them.

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 had audits and governance systems in place which meant they had oversight of trends and outcomes. They used information from incidents and audits to identify learning opportunities and enhance practice. Lessons learned were identified and shared with the staff team and others to help address issues raised and improve outcomes for people.