Collingswood 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

Arrangements were in place to formally assess, review and monitor the quality of care provided. The service continuously looked at how they could support the community and raise awareness. The service sought people's views and opinions through satisfaction surveys, records confirmed action was taken on feedback. From speaking with the leadership team and through observation of records it was evident that equality diversity and inclusion was embedded within both recruitment and workforce development. People’s diverse needs were being respected.

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 clear shared direction in place which was underpinned by promoting a positive culture within their team. The provider had a clear shared direction in place which was underpinned by promoting a positive culture within their team. The Registered Manager told us ‘The aim of the service is to provide a service for the client and to focus on the individual and their wellbeing’. People’s diverse needs were being respected.

The shared direction within the service was underpinned by policies and procedures for example in equality diversity and human rights.

The leadership team have described the caring nature of the provider. The deputy manager explained ‘As part of the ethos of Collingwood Care. (registered manager) has long believed in paying forward good will. (Registered manager) has often given staff a hamper for Christmas. When there was surplus Hampers, the management then gave the remaining hampers to clients identified that would be alone for Christmas and don’t have family living nearby’. The provider and seniors were currently working with a local charity for ‘gifted woman’. The deputy explained ‘This charity works with young adults who haven’t had the best start in life. We are currently in talks to see how we can support this charity and some of the people it supports’. Staff told us the registered manager and senior staff are visible. One staff member commented “The manager of Collingswood is an absolute treasure always there when you need her, she has made sure I was confident in going out alone and rang me after my first shift to see if everything went good.”

The Registered Manager and Leadership Team were capable, compassionate and inclusive. The ethos of the service and documents supported this.

Without exception all leaders we spoke with demonstrated a good understanding of their whistle blowing policy and how they would support staff to speak up. Staff told us they felt able to approach the registered manager who shows care and compassion. They said they are listened to and able to discuss any concerns. They felt confident concerns would be addressed. They told us the registered manager sends regular emails and attends staff meetings. A staff member we spoke with told us "(The leadership team) are kind considerate and welcoming. They listen if you have a problem and act professionally".

We observed and there was a system in place to support staff to speak up and raise concerns relating to the care of people and the running of the service.

From speaking with the leadership team, staff and the registered manager it was evident that equality diversity and inclusion was embedded within both recruitment and workforce development. We saw evidence of people's diverse needs being respected. Discussion with the registered manager showed that they respected people's individual needs. They told us, "Equality and people's rights, wishes and needs is paramount to what we do and want to achieve". Staff told us they felt they were treated fairly and equally.

The senior leader team had strong links with the LGBTQ+ community. We saw examples of where they had tapped into these links. For example, the provider had recently supported Pride month in and set up a recruitment stall to engage and encourage people within the LGBTQ+ community to look at care as a career.

The registered manager and leadership team described the arrangements they had in place to formally assess, review and monitor the quality of care provided at the service. They described how staff checks and supervisions formed part of the system. A staff member we spoke with told us "I have regular spot checks and supervision when needed". Staff told us the majority of the office staff were helpful but there had been issues with certain staff not being as helpful. Around half the staff told us the management of the service was good. The other half said there were communication issues around changes to rotas, phones not being answered, and not always getting a response. We raised this during our assessment and the registered manager was able to demonstrate that they had already identified these concerns and the action they were taking to address them.

Arrangements were in place to formally assess, review and monitor the quality of care provided at the service. This included regular audits of accidents and incidents, safeguarding, recruitment, care plans and statutory responsibilities.

Most people told us they were able to speak with the manager or senior staff and found them approachable. Comments included “The manager is good. I know them from before, she has always been good at sorting out problems.” A few people told us certain office staff were not as helpful.

Staff who had attended the team meetings told us they felt their views were listened to and received information they needed.

The provider has actively worked alongside Local Authority commissioning teams at events and provided support on events and visiting schools to promote care as a career, this has included giving talks at schools.

The provider has researched outside in the community, sourced local charities and invited guest speakers on subjects such as dementia to give talks to their office and care staff.

The provider and staff described how the service sought people's views and opinions through satisfaction surveys. We noted that the results of the satisfaction surveys were positive. The provider described how they held open door/ coffee mornings where people could come in have a coffee and engage in an open forum to discuss issues with a view to driving improvements within the service.

The service continuously looked at how they could support the community and raise awareness. The home sought people's views and opinions through satisfaction surveys, records confirmed action was taken on feedback.