Critchill Court

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.

This is the first assessment for this service since it was registered to the current 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 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 and engagement.

The provider aimed to create a homely environment where people were able to follow their own routines and make choices about their day to day lives. One person told us, “I like it here. Not too much hustle and bustle. They [staff] have time to stop and have a chat.” Another person said the best thing about the home was, “The freedom to do what I want. The staff are very good at helping."

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

There was a registered manager in post who was knowledgeable about people who lived at the home and staff. The registered manager was supported by a senior staff team. Staff were complimentary about the support they received from senior staff and managers. One member of staff said, “The managers and seniors are really supportive.” A visiting relative told us, “I can talk to anyone, anytime and the seniors are very good with knowing about the sort of day they are having/or had."

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

People and staff said they would be comfortable to raise concerns. One member of staff said, “I really like [deputy manager’s name] and [registered manager’s name], they act on any concerns, I feel listened to, and they are approachable.” A visiting relative told us, “The manager and deputy are very approachable and would listen if I or [person’s name] had a concern."

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.

People were cared for by a diverse workforce from different cultures and backgrounds. Staff spoken with all felt fairly treated by the provider and their colleagues.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality care and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

There was a staffing structure in the home which ensured staff had clear areas of responsibility. There was always a senior member of staff on duty to make sure people had access to senior staff who could answer their questions and monitor their wellbeing.

The provider had systems to monitor quality and drive improvements within the home. These included regular audits and analysis of infections, accidents and incidents. There was a monthly governance meeting with senior staff so any shortfalls identified by audits, could be shared with staff and improvements actioned promptly. We noted that issues highlighted at our inspection visit had been identified and the registered manager was working with staff to make improvements.

The registered manager or deputy manager carried out a daily walk around which enabled them to observe practice, speak to people and address any issues as they arose.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

The staff worked with other healthcare professionals to ensure people’s needs were met and referrals were made to more specialist services when needed.

People had opportunities to take part in activities in their local community. We heard how some people were involved in a community allotment. The provider also encouraged people to the home. All visitors said they were able to visit without restrictions. One visitor told us how much they had enjoyed the summer fete. They said, “We had a summer fayre here over the bank holiday. It was really good. We should have more things like that, things that we can get involved with."

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.

The registered manager was committed to making ongoing improvements. This included listening to people and their relatives at meetings and through surveys. Following meetings changes had been made to how activities were advertised, menus and communication with family members.

The provider had put in place team building exercises and new ways for staff to share feedback to improve morale and team working. Most staff spoken with thought there was now good teamwork and better communication between staff. One member of staff said, “The staff team work well; we work well as a team.” However, another member of staff felt there were still improvements to be made around communication.