Weald Hall Residential 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 inspection we rated this key question good. At this inspection 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 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service 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 management team had an ongoing action plan they were working through to drive improvements. The operations director told us they had worked hard to drive these improvements and recognised the commitment, and effort staff had shown in supporting the positive progress at the service.
There was a culture of support being provided to staff working at the service. The manager was actively supported by the operations director and deputy manager. The management team had clear values and were aware of the direction they wanted to take. Leaders had developed a listening culture where staff felt they were available for them to talk to.
 

The service 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 operations director supported the manager with monthly provider monitoring visits and created an action plan following each visit which the manager worked through.
Feedback from people and relatives reflected the positive leadership culture within the service. Relatives consistently described the manager as visible, approachable and supportive. A relative told us, “The manager is always out and about and visible within the service and operated an open-door policy.”
 

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The manager held regular resident meetings, providing opportunities for people to share their views about the service, discuss any concerns and make suggestions for improvement.
The manager had a whistleblowing policy and processes for staff to follow and encouraged staff to raise concerns. However, we found the manager had not held a staff meeting since starting in post. Records of previous staff meetings showed they did not consistently include actions, follow-up decisions, responsible persons or timescales for completion. This meant the service could not always demonstrate how issues raised were addressed and monitored.
Staff surveys had been completed to gather feedback from staff. However, the results had not yet been analysed to identify themes, trends or opportunities for improvement.
 

The service valued diversity in their workforce. The provider worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. There was a policy in place to protect staff from harassment and bullying and a focus on protected characteristics under the Equality Act. The manager had developed an inclusive workforce and recognised the value of diversity amongst the team.

The service did not always have clear responsibilities, roles, systems of accountability and effective governance. At the time of the inspection, there was no registered manager in post. The current manager had commenced their application to become the registered manager and was awaiting the outcome of this process.
The service had a range of audits in place which provided oversight of key areas of the service. Audits were generally detailed and covered a broad range of topics to support the monitoring of quality and safety. However, it was not always clear from audit records when identified actions had been completed. In addition, evidence demonstrating completed actions was not always readily accessible on the day of the inspection. This made it more difficult to demonstrate how improvements had been tracked, monitored and sustained over time.
The manager had communicated their vision for the service to staff, and staff understood their roles and responsibilities in supporting people and contributing to the ongoing development of the service.

The service understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated to drive improvement. A health professional told us, "The service is well managed. The management team appear committed to person-centred care, maintaining professional relationships with external agencies, and promoting positive outcomes for residents."
The service worked to maintain links with the wider community and sought opportunities to provide meaningful experiences for people. This included participation in the provider's "Through the Eyes of a Child" programme, which brought children and older people together through intergenerational activities. These events promoted social inclusion, encouraged meaningful relationships and provided opportunities for people to engage with members of the wider community. We saw examples of activities designed to bring different generations together and create shared experiences and lasting memories.
The service also encouraged people to participate in community events and maintain connections with others. For example, people attended the Epping Town Show, where the provider was a sponsor, and regularly participated in Thornwood Village Market, where they sold homemade jams made by people and engaged with members of the local community. People also enjoyed outings, including a cruise along the River Lee, which provided opportunities for social engagement and shared experiences.
The service had developed positive links with local schools. For example, pupils from a local school visited the service to take part in a D-Day celebration alongside people. These activities enabled people and children to spend time together, share stories and create meaningful connections across generations. The service also supported people to contribute to their local community. During Care Home Open Week, people visited Epping High Street and distributed flowers to members of the public as an act of kindness, helping to strengthen community relationships and promote inclusion.
In addition, the service ran a weekly dementia café at the local library. This provided an opportunity for people living with dementia, their relatives and members of the local community to come together, share experiences, access support and reduce social isolation. The initiative demonstrated the service's commitment to supporting the wider community and promoting greater awareness and understanding of dementia.

The service demonstrated a strong commitment to continuous learning, innovation and improvement, both within the organisation and across the wider health and social care system. Creative and forward-thinking approaches were encouraged to promote equality of experience, improve outcomes and enhance the quality of life for people using the service.
The management team actively supported staff development and encouraged innovative ways of working. Staff were given opportunities to expand their knowledge and skills through training and nationally recognised qualifications. One manager told us, “The service has supported my career development and provided opportunities for progression. I have completed additional qualifications while working here and have been encouraged to take on new responsibilities and further develop my skills. I am also nearing completion of my Level 5 Diploma in Leadership and Management for Adult Care, which has enhanced my knowledge and confidence in managing the service.”
A positive learning culture was embedded throughout the service. Learning from incidents, accidents, safeguarding concerns and complaints was shared with staff to drive continuous improvement and enhance the quality of care provided. The service had also introduced champion roles in key areas, including infection prevention and control (IPC) and nutrition and dining. Staff undertaking these roles received additional training and development opportunities, enabling them to build specialist knowledge and promote best practice across the service.