Cambridge Court 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 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 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.
Staff spoke positively about the registered manager and described a supportive and open leadership style. One staff member told us, “She fights for the residents, everything she does is for them, and the same for the staff. Her door is always open.”
 

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.
Night staff reported how the registered manager would try and arrange face to face training on the days they had not worked a night shift to enable them to rest and support their wellbeing.
All staff spoken with shared positive feedback in relation to the registered manager, comments included, “The manager is supportive, she is probably one of the better managers we have had.” Professionals shared these views, one professional told us, “[Registered manager] is a very experienced care home manager and more importantly an excellent leader. She has extensive knowledge of care homes and the processes involved, whether it be assessing a resident for admission or contacting Sefton Council, she will go above and beyond for her residents.”
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. All spoke spoken with told us they found the registered manager approachable and would not hesitate in raising any concerns. One staff member we spoke with stated, “I feel like I can go to [registered manager], they appreciate what we do. Their door is always open.”

A relative reported, “I feel able to bring up any issues with the staff, but her husband and daughter are the main ones, and they will sort out with either of the managers.” Another comment included, “I feel okay at bringing anything up that wasn’t okay and my wife is always on the ball and will say and they do sort it out instantly.”
 

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. Staff were supported in a range of ways to help them succeed, including through reasonable adjustments and additional guidance where required.
Everyone had their own role and responsibilities within the service, which helped staff feel valued for their individual strengths.
 

The provider had clear roles, responsibilities and systems of accountability to support good governance. These were used effectively to monitor, manage and deliver high quality, sustainable care, treatment and support. The provider acted on relevant information relating to risk, performance and outcomes, and shared information securely where appropriate.
There was evidence of clear operational priorities which supported the embedding of the service’s values. Audits were completed by the deputy manager and registered manager to monitor the safety and quality of care. Where actions were identified, these were addressed and signed off once completed.
The provider carried out oversight visits to review the running of the service and identify any concerns. However, actions relating to fire doors were not always completed in a timely manner, indicating this remained an ongoing concern.
Audit systems were established and used to support ongoing improvements. Staff received regular and meaningful supervision to support their development and performance.
The provider met their regulatory responsibilities by notifying the Care Quality Commission of significant events, including allegations of abuse, serious incidents and when people were subject to restrictions such as deprivation of liberty.
 

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.
Partners shared positive feedback about the relationships with the staff at Cambridge Court, comments included, “When discussing care homes, we consider Cambridge Court to be one of the best in south Sefton.” Another comment included, “Cambridge Court is excellent.”
We observed an entertainer visiting the service to provide music and dancing for people living at the home. People actively engaged in the session, singing and dancing, which promoted social interaction and links with the wider community.
The provider worked closely with other agencies to achieve the best possible outcomes for the people they supported. Staff told us they knew who to contact when specialist advice was required, and they had developed strong working relationships with a wide range of health and social care professionals with specific expertise.
The provider used newsletters and social media to keep people and their relatives informed, which supported effective communication and strengthened links with the wider community.
 

The provider demonstrated a commitment to learning and continuous improvement. This was reflected in external recognition through sector awards and nominations, including dementia care awards finalist, stars social care awards winners 2025 and social care leadership award highly commended in 2025. These achievements showed the provider was adopting innovative approaches and striving to improve outcomes for people.
Staff received training relevant to their roles and areas of specialism. Staff received service specific training to meet the individual needs of people living in the home, supporting consistent and informed care.