Drayton Village Care Centre

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• 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

Staff felt the culture of the home had improved following the ren of the registered manager. Staff also felt they were able to speak up and raise any concerns they might have. There was positive feedback provided about the registered manager and how they ran the home. The registered manager completed a range of audits to monitor the quality of the cre being provided.

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.

Staff felt the culture of the organisation had improved when the former registered manager had returned to run the home in 2023. They explained they now feel more supported and listened to with 1 staff member commenting, “There are staff meetings, we talk about how we do our care, support people, about the residents and our wellbeing. It is a lot of stuff.” The registered manager told us they felt very supported by senior management, they said, “There is improved support from senior management. They are responsive when I make suggestions for improvements such as buying more hoist slings and are now assessing the needs of people for incontinence pads, so the order now reflects actual needs and reduces waste. I am really happy with the support.”

The provider had a range of procedures and policies in place which provided staff with guidance on best practice and regulations.

Staff told us they felt supported by senior staff and the home and within the organisation. One staff member told us that when management from head office visit the home, they always say hello to the staff they meet at the home and they are approachable.

The registered manager explained they had been reviewing processes and working with the staff to make improvements to the way care was provided following their return to the home last year.

Posters were displayed around the home providing information on the whistle blowing procedures and how staff and people could raise any concerns. The provider had a whistle blowing policy which provided guidance on how concerns could be raised.

Staff told us they felt confident in speaking up if they had any concerns about the care being provided or any other issues around the home. Staff confirmed they knew how to whistle blow and to report concerns to external organisations if necessary. The registered manager explained there were regular team meetings, supervisions and discussions with staff which enabled staff to raise any issues.

The staff employed at Drayton Village Care Centre came from a wide range of backgrounds. A staff member commented, “There are diverse staff in the home and I don’t think you can have that without the organisations support.”

The provider had a range of policies and procedures in place to ensure an inclusive and fair environment for people and staff. The service was committed to challenge any form of discrimination people encountered. Staff had received training in equality and diversity. People’s individuality was respected regardless of their abilities, their background or their lifestyle.

Governance processes were effective and helped to keep people safe, protect people’s rights and provide quality care and support. Processes in place helped ensure staff were clear about their roles and responsibilities and felt comfortable raising concerns if needed. Systems in place ensured that staff were kept informed of changes within the service and with people’s needs through regular communication which included handovers and team meetings.

Staff spoke positively about the registered manager with their comments including, “The registered manager is amazing out of all the managers I have met, he is the best. He is kind, friendly, always around there for you. We have his email and phone number and very supportive” and “I like [the registered manager], he is approachable and a good manager.” Staff confirmed that they were supported through a range of team meetings, supervisions and handover meetings.

The provider had a system in place to capture visiting healthcare professionals feedback on the service and the care annually. The provider worked closely with four GP practices and had daily contact with a nurse to discuss the health needs of people living at the service and ensure each person received the appropriate support and treatment when required.

Visiting healthcare professionals confirmed they worked closely with staff to ensure people received the care and support they needed. One healthcare professional told us staff made referrals for visits promptly when required. A second healthcare professional explained they received daily updates on people’s progress or any concerns so appropriate action could be taken

The registered manager and staff confirmed they worked closely with healthcare professional's who were involved in the care of people living at the home.

The registered manager confirmed they completed a range of audits and quality assurance processes to monitor the quality of the care provided and ensure best practice was being followed.

Systems were in place to seek people, relatives’ views on the service, this included annual surveys and monthly resident meetings and monthly staff meetings. Staff meeting minutes showed that learning from accidents and incidents, safeguarding and complaints were shared with staff for the purpose of improving the service. There were a variety of audits in place to check on the quality of the service. Areas audited included health and safety, maintenance, clinical audits, infection control, cleanliness, people’s finances and medicines management. There was a commitment to the continuous improvement of the service and the care provided.