Badminton Place

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 outstanding. 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.

Before this assessment, CQC received concerns that some staff did not support the provider’s vision or values or prioritise high quality, compassionate care. There had been several management changes which were unsettling for many. We found the management team who had been in place for around 6 months had addressed any signs of poor culture and made changes and improvements to ensure people received a safe, high-quality service.

People, relatives and staff were positive about the changes and new management team. Managers had the skills, knowledge and experience to lead effectively. They were open and honest during this assessment and led by example.

The management team had a good understanding of how to make improvements and were committed to developing the service. They were responsive to feedback and suggestions we made during our visit. The service had systems and processes to provide oversight and leadership and to continue monitoring and improving the service. The use of recognised quality standards and an involvement in research and development projects helped to ensure people received a high-quality service.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Before starting this assessment, CQC received concerns that some staff did not display the provider’s vision or values or prioritise high quality, compassionate care.

It was acknowledged that there had been risks and challenges at the service over the past 12 months. However, a new management team had been in place for around 6 months who had addressed any problems with culture and made changes and improvements. They had increased staff supervision and training, improved practice and ways of working and managed poor staff performance to ensure people received a safe, high-quality service.

People and relatives were positive about the management changes. Comments included, “Since [the manager] started she has been amazing, attention to detail and staff attitudes have changed” and “After [the manager] came in, the new staff have a whole new approach.”

The staff we spoke with understood their responsibilities and were committed to continually improving the care people received. Many staff were positive about the changes which had been made at the service. They told us the service was well run and organised and said they enjoyed being able to meet people’s needs. One staff member said, “Sometimes before, I was really worried. Things have changed now, it’s much better and the care has improved a lot.”

The management team had a clear vision and goals, and they received regular support from senior management in the organisation to achieve these. The provider’s vision was to ‘empower people to live well today and thrive tomorrow’ and the actions of staff and leaders reflected a culture which aspired to this.

The management team had the skills, knowledge and experience to lead effectively. They were open and honest during this assessment and led by example. The management team were visible around the home. They completed daily walk arounds, engaging with people living in the home and staff, and knew people well.

People, their relatives and staff spoke positively about the management team, with most telling us they were approachable and supportive. One staff member said, “I just need to take concerns to [Name], and she sorts things straight away.” Another staff member added, “There was no effective management before. It’s well organised now.”

We found the management team were consistently open and transparent. We shared concerns which had been raised with CQC and managers investigated the issues raised and took required actions.

The management team recently held a meeting for staff to explore what good quality care looked like and what they should do if they had concerns about any aspect of the service. Staff told us they felt the management team were approachable, and they would feel able to raise concerns with the management team or shift leader.

Staff acknowledged the management changes during the previous year. They said they had not always felt supported but told us this was improving under the new management team. Staff explained they now felt listened to, and said the home was, ‘moving in the right direction’.

There was a diverse workforce, and this was valued. The management team had reviewed the culture at the service and improvements were being made to ensure all staff worked effectively together.

Staff and the management team were positive about working for the organisation, and about the people they supported. Most staff felt empowered and were confident that their concerns or ideas led to positive change to shape the service and create a more equitable and inclusive organisation. The service had policies to protect and promote the rights of the people using the service and the staff team.

Managers and staff collaborated and worked in partnership with others to ensure services were joined up for people. There was regular engagement with a wide range of professionals and organisations to support effective outcomes for people. Professionals gave positive feedback about their engagement with the service. Comments included “I have found [senior staff names] very positive to work with. They are open to ideas, and with good intentions to make changes within the home” and “Care staff go above and beyond to make sure everyone is looked after and provided with person centred care.”

People and their relatives told us staff made referrals to health and social care professionals as necessary to ensure individual needs were met.

People were encouraged to maintain relationships with those who were important to them, and we saw many visitors being welcomed to the home.

Managers and staff collaborated and worked in partnership with others to ensure services were joined up for people. There was regular engagement with a wide range of professionals and organisations to support effective outcomes for people. Professionals gave positive feedback about their engagement with the service. Comments included “I have found [senior staff names] very positive to work with. They are open to ideas, and with good intentions to make changes within the home” and “Care staff go above and beyond to make sure everyone is looked after and provided with person centred care.”

People and their relatives told us staff made referrals to health and social care professionals as necessary to ensure individual needs were met.

People were encouraged to maintain relationships with those who were important to them, and we saw many visitors being welcomed to the home.

The management team had a good understanding of how to make improvements and were committed to developing the service. They were responsive to feedback and suggestions we made during this assessment.

Staff and leaders had recently engaged in a team building event which focused on ‘what good care looks like’ and ‘what a good carer looks like’. This had encouraged staff to reflect and be involved in developing and improving good practice and the service they provided.

The service had also developed external relationships to support improvement and innovation. For example, they recently hosted an event in collaboration with a study being led by a city university. This was an ongoing piece of research which will help shape the future care of older adults with chest infections and respiratory illness. Other research projects were also being explored with external care home networks. . The provider had programmes in place to increase awareness and improve the experience of anyone with specific needs due to neurodiversity or menopause. This demonstrated that staff and leaders encouraged innovation and worked to embed evidence-based practice in the service for the benefit of people, their relatives and staff.