Woodboro Residential 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 inspection for this service under 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 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 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.

Staff understood their roles and responsibilities and felt proud of the service and the care they provided. Comments included, “We have a fantastic, dedicated team”, “It’s incredibly rewarding to come to work every day” and “It is like a family working here and we have good teamwork.”

We received positive feedback from people’s relatives about the friendly and homely environment of the service. Comments included, “The service is small and staff know residents”, “They are doing an excellent job” and “I would recommend it because staff are very good and it’s small and friendly.”
 

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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.

People, relatives, staff and health professionals spoke positively about the management team and leadership of the service. They told us the management team were visible, approachable and supportive. One relative told us, “I think [registered manager] is amazing and goes above and beyond. They share and listens to our concerns. The team is very well led.”
 

The provider fostered a positive culture where staff felt they could speak up and their voices would be heard. Staff told us they were listened to and felt comfortable addressing any concerns with the management team. Staff had access to whistleblowing information and guidance to support them to raise concerns anonymously if required. Comments included, “The management have an open door policy and are always there to listen when needed” and “I know that any issues or problems I can openly speak to [registered manger] and [deputy manager]”.

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 policies in place to ensure equality in their recruitment and training opportunities. Reasonable adjustments were in place where appropriate and staff told us they were able to request any additional support they required to fulfil their role. Comments included, “They [management team] will always give support when they can and also help with training when needed” and “They [management team] are willing to help and provide support when it is needed.”

The provider did not always have clear systems of accountability or good governance. The management team had a structured approach to auditing and a range of management checks in place. However, we found governance processes were not always robust in identifying and addressing all concerns. For example, audits relating to health and safety did not identify all issues found on inspection. Where audits had identified infection prevention and control concerns, it was not always clear how these were being prioritised to ensure they were addressed promptly.

Following our feedback, the management team took prompt action, reviewing and amending their governance processes to improve oversight in these areas, including increased environmental auditing and additional maintenance support.
 

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 provider had developed positive working relationships with a range of health professionals, and we received positive feedback about how well the service worked alongside others to promote good outcomes for people. One health professional told us, “Where concerns or recommendations have arisen, these have been addressed appropriately by the management team, who appear receptive to feedback and committed to maintaining and improving standards of care.”

The management team had developed strong links with the local community and hosted regular social events throughout the year to encourage involvement and integration within the local area.
 

The provider demonstrated a commitment to continuous learning and improvement. A service development plan was in place to identify where improvements were required and monitor progress made.

Staff told us they were encouraged and supported to try new ideas to promote better outcomes for people. One member of staff told us, “[Registered manager] and [deputy manager] will always encourage us to reach further” and “Management support ideas.”

Where concerns were identified during the inspection, the provider was open in acknowledging shortfalls and prompt to evidence the immediate steps they were taking to review their processes and drive improvements in the service.