Woodbridge 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 Requires improvement. At this assessment the rating has changed to 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 there was a positive culture at the service which supported positive outcomes for people. The registered manager told us, “Our aim for Woodbridge House is to empower every person, valuing everyone, to inspire our people to be brave and achieve great things by having fun and making things happen.” Staff were passionate about their roles and had a shared goal of providing positive outcomes for people.

Relatives told us staff and the management team were open and honest. A relative told us, “If I was to go in there I would just ask if I needed to know anything, there’s no hesitation about letting me know, they’re so open and honest.” Another relative told us, “It’s like walking in to a family home.”

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 they had the knowledge and skills to lead the service effectively. The registered manager demonstrated that they knew people well, and supported staff positively. We received only positive feedback about the registered manager from relatives. They told us, “They’re brilliant, I couldn’t praise them enough,” and “It’s a fine example of how a home should be run, you can’t buy that, it takes a lot of hard work.” Staff told us of the leadership team within the home, “They are very supportive. There is an open-door policy. The senior managers do come around you can let things be known to them.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff felt confident raising concerns and understood how to do so both within and outside the organisation. Several staff members described using QR codes, whistleblowing routes and direct escalation to managers. One staff member said, “I know what to do if something were to happen… I would always report it.” We observed that people’s voice was heard and people who used alternative communication methods were also supported for them to be voiced.

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 staff team was diverse, valued and treated fairly. Staff reported equitable treatment, feeling respected and supported regardless of background. One staff member said, “We are equals… everyone is treated fairly.” Relatives also told us that staff reflected varied backgrounds and worked inclusively, supporting people in ways that respected individual needs, preferences and identities. Staff shift patterns supported their cultural needs, with some staff needing certain days off work to be able to worship. The provider had an employee assistance programme which staff were able to access for support when needed, as well as a well-being team.

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.

Services that provide health and social care to people are required to inform the CQC, of important events that happen in the service. At our last inspection we found that notifications had not always been submitted. We found that clear and concise records relating to people had not been kept. We found that risks to people had not been assessed and mitigated. At this inspection we found improvements had been made.

Governance systems within the service were effective at identifying and addressing areas of the service which needed improvement. There was a strong auditing framework completed by leaders and the registered manager, which reviewed all aspects of the service from the environment to care planning to reviewing people’s health needs. The registered manager demonstrated consistent oversight, monitored risk, and ensured policies were followed. Relatives reported confidence in how the service was run, describing clear communication and reassurance that issues were addressed promptly.

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 worked closely with professionals and external partners to ensure joined up care. People regularly accessed professionals for support with their mental health, SALT, physiotherapy, the dentist and the GP. Relatives told us where appropriate they were informed of their loved one’s appointments and invited to support them when possible and appropriate. People were supported to be part of the community accessing shops and cafes.

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.

There was an effective system in place to ensure that staff learnt and improved following incidents. The registered manager and leaders promoted learning and service improvement. Incidents were analysed through the provider’s electronic systems, and learning was shared with staff. For example, when medication incidents occurred these were logged, staff were re-trained and their competency re-assessed. When people’s needs changed, for example when people became at risk of choking this information was shared by leaders, visible within the service and known by staff. A relative told us, “They’re always trying to improve, they always strive to achieve the best for the residents and themselves.”