Arbory Residential 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 inadequate. At this assessment the rating has changed to requires improvement. The service management and leadership had improved. Governance systems were more effective but still did not always identify all shortfalls and therefore prompt action was not always taken to make some improvements. The service was in breach of legal regulations in relation to the governance of the service and failure to notify CQC about safeguarding concerns.

This service scored 62 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Improvements had been made following our previous inspection. Staff described a culture based on transparency, equity, equality and human rights, diversity, inclusion and engagement. The manager told us they monitored and assessed the culture within the home through daily structured observations. Staff meetings were used to share improvement updates and to seek feedback from staff. A suggestion box had been put in reception for staff to share what they felt would be a good mission statement for the home to ensure it was developed in partnership with staff.

Improvements had been made following our previous inspection and a new management team was in post. Staff, relatives, social care and health professionals were positive about the improvements the new management team had made. Throughout our assessment, leaders were open and honest about improvements that still needed to be made and highly motivated to learn and improve the service.

Improvements had been made following our previous inspection. The service fostered a positive culture where relatives told us they felt they could speak up and their voice would be heard. Staff told us they felt confident to raise concerns internally and believed their concerns would be taken seriously. They also knew how to escalate their concerns externally should they need to.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us the manager was approachable and would act on any concerns raised with them. We observed an improved culture during our onsite inspection.

Although improvements had been made in numerous areas of care since the last inspection, further improvements were required to deliver care which fully met the requirements of the regulations. New systems had been put in place to monitor risks and quality in the service, which had supported the improvements made. Further time was needed for newly introduced monitoring systems to become fully effective and further development was required to ensure these were robust in identifying whether requirements were met. The systems in place had not, prior to our assessment, identified some of the shortfalls we found in relation to records, pre-employment checks and safeguarding notifications. Action therefore had not been taken to address these. The manager started to take action during our assessment to strengthen some audits. The service did not have a registered manager at the time of our assessment. The manager intended to apply to become the registered manager to ensure the provider met their registration requirements.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. Health and social care professionals were positive about the improvements in joint working.

Social care professionals described the learning and improvements they had seen since the new manager started working in the service. Leaders were highly motivated to make improvements across the organisation and local system. They encouraged the delivery of equality of experience, outcome and quality of life for people. They were open to our feedback and acted to actively contribute to safe and effective practice. Relatives told us there were regular meetings and were updated with what was happening in the service and were notified of any changes or improvements.