Cambron House

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 assessment we rated this key question good. At this assessment 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 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. People, relatives and staff felt involved in the service. Meetings took place to discuss relevant issues and find resolutions were there were concerns. External professionals spoke highly of the service and found the management team and staff responded well to their advice.

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. People and relatives told us they knew who the registered manager was and they were visible in the home. One relative said, “The manager doesn’t hide in their office, they get involved and know all the residents well. [Manager] sits down with families and goes over everything and anything they want. [Manager] is lovely and they [staff] are all grafters here.” One external professional said, “I like the way the manager is very involved in the day to day running of the home and has a good understanding of the patient’s needs, alongside the care staff. I feel this sets a good example to the carers and makes them feel supported. [Manager] is always present when I visit and we carry out discussions about residents and their treatment plans.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistle blowing policy and staff felt comfortable raising concerns. Staff told us they were listened to and their concerns were addressed. One staff member said, “I can raise concerns or make suggestions to my senior staff. They listen to me, and I receive feedback when needed.”

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 management team told us they had a diverse workforce and made reasonable adjustments to support staff. Staff had access to a staff handbook which included information about workforce equality.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate. The management team did not always have a good overview or insight of the service. Audits in place did not always identify concerns we found during our assessment in relation to safe care and treatment, person centred care, IPC and good governance. This meant a lack of effective oversight may result in concerns not being identified through the quality assurance process, limiting opportunities to implement improvements and enhance service delivery. Following our inspection the provider and registered manager took appropriate actions to ensure governance in the service improved, however, new systems and approaches required embedding into practice.

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. External professionals spoke highly of the way the management team and staff worked with them to ensure people received appropriate care. One external professional said, “The service has demonstrated a willingness to work collaboratively, share information, and consider different approaches to supporting individuals. They are receptive to professional advice and engage positively in discussions aimed at improving outcomes for the service user’s.”

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. The management team demonstrated a commitment to improving people’s experiences, outcomes and quality of life by encouraging new ways of working and promoting reflective practice.