Haddon Hall 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

The provider had clear and effective governance, management, and accountability arrangements in place. Any accidents or incidents were reported, recorded and action was taken to help reduce re-occurrence. There were robust audit systems and processes in place to give the provider good oversight of the quality of the service provided. For example, staff were well supported and provided with appropriate training. People, their relatives and staff were asked for their views and experiences of the service provided. For example, the provider held regular meetings with staff, people and relatives and satisfaction surveys were completed twice a year.

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 told us about the improvements they made at the service. They told us they had received feedback which included staff feeling pride in their work and how they worked together as a team. We were told how the provider had worked on streamlining processes and introducing allocations to each floor. This had made ways of working more organised. The manager told us about the communication systems in place to ensure all staff were aware of what was happening and how they regularly held staff, people, and relative meetings, to gather feedback and update everyone on any changes and upcoming activities.

The provider had a clear vision to provide a high-quality responsive service that met people’s needs and wishes. Equality and diversity were actively promoted at the home, by leaders and staff.

The manager told us about how they were proud of the staff team and recognised good practice. The manager told us about their plans to enhance links in the community and how their vision was to provide outstanding care.

At the time of this assessment, there was not a registered manager in place. A registered manager is a person who has registered with the Care Quality Commission (CQC) to manage the service. However, the manager was in the process of registering with the CQC. The provider had a structured management team in place, who was visible at the service and was providing support to the manager.

Staff did not always feel their voices could be heard by leaders. Some staff told us concerns were not always acted upon. This was fed back to the manager during the assessment. However, most staff felt management were open and transparent, with an open door policy being in place. A staff member told us, “Management work amongst us. They are not separate or hidden away”.

The provider actively promoted staff to raise any concerns. The provider held regular meetings with staff, giving them the opportunity to raise any issues. Staff were given supervisions frequently, should they not feel able to speak up within a group setting. Leaders promoted openness and transparency within the home.

Staff told us the provider was inclusive, and people’s protected characteristics were respected. A staff member told us, “Discrimination is taken very seriously, all staff are treated fairly”.

The provider made reasonable adjustments to enable staff to carry out their role. The provider had a policy on equality and diversity. This showed the provider was committed to equal opportunities in employment.

The manager told us about the audits they carried out. For example, care plans, clinical governance, health and safety. The provider told us they had oversight of this and how the service has an action plan in place which drove improvements.

The provider ensured known risks to people were mitigated. Robust and effective governance systems were now in place to monitor performance and quality of the home. For example, monthly call bell audits were completed to monitor how quickly staff attended to people's needs. Workforce planning tools were in place to ensure safe staffing levels at the service. This ensured enough staff were deployed, and people’s needs were met in a timely manner.

People and relatives told us how the provider works in partnership with healthcare professionals. For example, GP’s, rapid response teams, psychiatrist and district nurses. People and relatives were happy with the activities and stimulation offered by the provider, including the involvement with the local community.

Where areas of improvements had been identified, the provider worked with healthcare professionals to drive improvements. For example, where people were experiencing skin breakdown, referrals were made to external professionals.

The provider worked collaboratively with stakeholders to drive improvements at the service to ensure people are delivered the best quality of care and treatment. Stakeholders told us the provider has been open and transparent.

The manager told us how they intend to increase community engagement with activities. This involved a gardening challenge and developing the service’s marketing plan. Staff told us the home worked well with external professionals. A staff member stated, “We work very closely with other professionals and have a good working relationship with them”.

The manager told us they felt the service had improved since the last inspection with new systems in place to ensure people received safe care and treatment. Staff were passionate about delivering care and support to people in a way that increased their quality of life. A staff member told us “We treat people as they are our family. We go above and beyond to ensure they have the best quality of life”.

The provider had processes to ensure learning happens when things go wrong. For example, where medicine errors happened, staff had reflective practice and actions were taken to prevent this happening again in the future. There was a staff suggestion box at the home. Staff were encouraged to speak up with ideas for improvement and innovation. The provider invested time to listen to this feedback. This was included in action plans to deliver the suggestions.