Haddon 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. This is the first assessment for this newly registered. 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, engagement, and understanding challenges and the needs of people and their communities. We found a positive culture within the service that focused on delivering person-centred care and support. Staff demonstrated a clear commitment to understanding and meeting people’s individual needs, preferences, and choices. People, staff, and relatives all spoke positively about the registered manager and their leadership, describing them as approachable, supportive, and visible within the service. A relative told us, “There is a positive culture in the home, and I feel that the staff are happy.” Staff told us they felt well supported in their roles and were encouraged to contribute ideas to improve the quality of care. This positive culture promoted openness, teamwork, and a shared commitment to achieving good outcomes for people.

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 demonstrated a good knowledge of the people who used the service and was passionate about ensuring the service delivered person centred care that met people’s needs. They showed a clear commitment to continuous improvement and maintaining positive outcomes for people. Staff consistently told us they felt supported in their roles, and it was evident that people using the service knew the registered manager well and regularly engaged with them.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff confirmed to us they understood the provider’s procedures on speaking up and knew how to report any concerns they had. We also found information on display advising people and visitors on how to raise any concerns they had.

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 registered manager demonstrated how they understood staff’s individual needs, we found reasonable adjustments in place to accommodate and support them in their work when this was required. The provider understood the importance of having an inclusive workplace. Staff were supported through training and supervision to inform their practice and understanding of equality, diversity and human rights 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. The registered manager demonstrated effective oversight of the service through systems which ensured regular audits were undertaken to drive continuous improvement. The provider also had clear processes in place to support ongoing compliance monitoring. The registered manager was able to demonstrate the actions taken in response to the issues they identified, including those related to medicines management and recording practices. Improvements were in progress, and there was clear evidence these were being effectively addressed.

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 service organised events such as afternoon teas and celebrations for special occasions, where relatives and friends of people using the service were invited to attend. We also found evidence of effective collaboration with external agencies, including appropriate information sharing and engagement with external partners to support ongoing improvements in people’s care.

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 found effective systems and processes in place to support continuous learning and improvement. Findings from audits, meetings, and feedback were recorded and analysed by the registered manager. We also saw clear examples of actions taken by the provider and registered manager in response to these findings. For example, improvements had been made to the environment, including the fitting of new carpets and the redecoration of bedrooms.