Hoylake Cottage

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 good. At this assessment the rating has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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 shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Staff were passionate about their role and told us they were committed to the provider and providing good care. One staff member told us, “We just want to get things right. I say if you cut me in half, I would have Hoylake cottage running through me.” Staff consistently told us they were happy working for the provider. Comments included, “I enjoy working here and love the job” and “[Staff] are here because they want to be and they do a good job.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Staff felt well supported by the registered manager and the provider. The registered manager had a clear understanding of duty of candour. Duty of candour is a general duty to be open and transparent with people receiving care. Records demonstrated when things had gone wrong and the steps taken to inform people and apologise when appropriate.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Systems were in place to ensure people who spoke up were supported and protected. A staff member told us, “If I had concerns management are approachable and would act.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Policies were in place to support this, and staff told us they felt valued. One staff member commented, “I feel appreciated.”

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. Audits and checks were completed on a regular basis, and these were effective in identifying areas of improvement and driving quality improvement. The registered manager, and the provider maintained effective oversight of these audits to ensure an ongoing high quality of care within the service. Any minor shortfalls picked up during our assessment were immediately resolved and the registered manager was open and receptive to feedback.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. Information within care plans demonstrated staff worked in partnership with other agencies. One professional told us, “I love coming to this home. Partnership working is great.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. Staff were able to contribute their views through team meetings and supervision. The provider sought the views of people and family members through regular meeting and direct conversations. Records were maintained of any actions taken in response to feedback they received. Several staff were designated champions of keys areas of quality, for example medicines and infection control. This ensured a focus on important areas and champions shared learning across the team.