Colliers Croft 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. 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. The provider and management team fostered a positive culture which was inclusive, person centre and focused on the provision of high-quality safe and compassionate care. This culture was both understood and practiced by staff at every level. Staff described the culture of the home as having a strong focus on dignity, safeguarding and person-centred care.

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. Leaders were available, consistent and led by example. The registered manager demonstrated a passion and capability about their role. They were highly thought of by people and staff alike. Staff described leadership as being strong and managers as being approachable. Staff understood the vision and strategy of the provider and leaders had the experience and capability to help ensure the strategy was delivered.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. A variety of processes were used to help enable people, relatives and staff to express their views, including meetings and surveys. People and family members told us there were opportunities to provide feedback. They felt comfortable to raise any issues and believed staff and managers would listen and respond. The provider displayed a ‘You Spoke We listened’ board in the reception area of the home with a QR code, making it easy for any visitors to leave a review. Staff also told us they felt comfortable to speak up. One member of staff commented, “I feel I can speak my mind, without any repercussions.”

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. Equality and diversity were actively promoted, and processes were in place to help ensure staff felt treated equitably. Staff told us they felt respected, valued and supported.

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 provider had effective governance, management and accountability arrangements. Governance processes helped the provider to have a current picture of any risks to the safety and quality of the service. These processes were used to further drive up the quality and safety of the service.

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 was open and collaborative with relevant stakeholders. They worked in partnership to help support care provision and joined up care. We saw multiple examples of the provider working in partnership with external professionals to help ensure people experienced a seamless experience of care and support.

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. Quality assurance arrangements were in place to help identify any areas for improvement. Leaders considered information about the service’s performance and how it could be used to make the required improvements. Lessons were learned following incidents and safeguarding concerns to help support improvements in practice. The provider demonstrated a commitment to learning and improving. For example, new falls prevention technology was in the process of being introduced to support safety and reduce the occurrence of people falling.