Cams Ridge 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. The provider and legal entity have changed since our last inspection; this is the first assessment under the new provider. This key question has been rated 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 71 (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 service had a culture that was open and inclusive, staff provided high quality, person-led care that was responsive to people’s health and social care needs. We observed staff spending time with people and they demonstrated they knew them as individuals. Staff told us how much they liked working at the service. For example, a staff member said, “I love making sure people had good quality care and were happy.”

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.

Staff told us the provider was good and listened to them, they said they felt able to talk to the provider openly. The registered manager told us they felt supported by the provider, that they were given the autonomy to manage the home but had plenty of support when they needed it. Comments from staff included, “The owner [of the home] is very approachable, supportive, and always checks in on the staff….. the manager is hands-on and fair…she listens, is open to requests, and works hard to support the team," “The registered manager has been 1 of the most proactive managers I have ever had and she has an open door policy which really helps us feel supported." The shortfalls we identified as part of this inspection were acted upon straight away which demonstrated they were responsive.

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

The provider had a robust up-to-date complaints policy and procedure. Staff were able to describe the action they would take if they had any concerns. Staff told us they felt able to speak up and felt they would be listened to, and action would be taken to make improvements and keep people safe.

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.

There was a diverse workforce employed. Staff we spoke with told us they were treated fairly, and they hadn’t witnessed any harassment or discrimination. Records showed staff could work flexibly, enabling them to care for dependents. The leadership team ensured staff received regular support and supervision.

The service did not always have good governance. They did not always identify shortfalls.

There were a large variety of audits; however, these were not always effective, some of the shortfalls we identified during the inspection had not previously been identified by the service. For example, people’s daily records were not always completed robustly However, the provider and registered manager were looking at ways to improve this. Staff had a clear understanding of their individual roles and responsibilities. Staff members were champions in various topics, such as staff recruitment, maintenance, Diabetes, health and safety and fluid and nutrition. Staff received additional training in these areas and took the lead to promote good practice.

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 for improvement.

The service worked with a variety of health and social care partners and had good connections within the local community. This meant people were able to make connections in their community which benefited their health and emotional wellbeing.

The senior leadership team arranged for members of the local community to come to the service, such as people from the local church which included the chance for people to receive holy communion, as well as preschool visits and visits from a local religious organisation who came and sang Christmas carols.

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.

We observed and documents showed, the service was responsive where short falls had been identified, and lessons were learnt following safety events. The registered manager completed robust investigations where required and considered all the available information. We saw improvements had been made following complaints and safety events.