Hampton 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

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.

Leaders and staff shared a common vision for the service. Staff were motivated to provide people with quality care. One member of staff told us “We work hard and the residents have a good life here. I’m very proud of what we do. Another member of staff said, “I love doing this.”

The registered manager promoted an open culture. Staff told us they were encouraged to share their views and these were acted upon by leaders. The registered manager set aside one morning each week for staff to meet with her informally over a cup of coffee and discuss any matters concerning them. The registered manager also reviewed comments left anonymously in a suggestion box by staff. This meant that staff had the opportunity to share their views in ways that were comfortable for them.

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.

People were supported by staff who had confidence in their leaders. One member of staff told us, “I feel absolutely supported…[leaders] encourage us to progress.” The registered manager organised regular team meetings, where staff contributed their ideas for improvements to the service. These meetings were minuted for review by staff who could not attend.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The voices of people, relatives and staff were heard by leaders. The registered manager organised meetings and surveys for people, relatives and staff to share their views. Feedback was encouraged and acted upon. Visitors had the opportunity to leave feedback digitally at the reception of the care home This included feedback from visiting healthcare professionals and relatives. We reviewed comments that had been left. These were complimentary and the registered manager shared them with the team. This validated the support they provided and promoted a positive culture.

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.

People were supported by a staff team comprised of individuals from diverse backgrounds. This meant that within it, the team had the knowledge and lived experience to identify and support the diverse needs of people. For example, staff spoke a range of languages and understood the religions and cultures of many nationalities.

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.

The quality of people’s care and support was monitored. The registered manager coordinated a range of audits to measure quality and drive improvement. For example, checks were undertaken of care records, staff training, infection prevention and the care home environment. Where shortfalls were identified actions were taken. The audits undertaken at the service were reviewed by regional and quality managers from the provider organisation. This was to ensure that checks were thorough and that identified actions were completed.

Leaders and staff understood their roles and responsibilities. The registered manager held brief daily meetings with department heads to ensure all leaders had up-to-date information. These meetings were attended by managers responsible for nursing, catering, health and safety, administration and housekeeping and included a floor-by-floor review of actions to be carried out and people’s changing needs. This meant that the registered manager retained clear oversight of the service.

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.

The service worked in partnership with others to meet people’s needs. For example, referrals were made to healthcare professionals to carry out specialist assessments of people’s specific needs. Staff worked jointly with social workers to create placements for people at the service and liaised with hospital services where required to meet people’s health needs.

People benefitted from the provider’s partnership working within the community. The service facilitated visits from local children. Children from a local nursery visited the service each month when they talked, painted and sang with people. Primary school children attended the service to perform pantomimes and secondary school children practiced musical performances. This meant people had the opportunity for inter-generational interaction.

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.

The registered manager promoted a learning culture within the service. Incidents and near misses were reviewed to ensure lessons were learnt. Audits were monitored for trends and actions were taken based upon analysed information. For example, falls audits identified trends around underlying health conditions and medicines. As a result, the provider improved assessments for urinary tract infections, anti-psychotic medicines and arthritis. Similarly, were falls occurred in specific locations or when insufficient hydration were assessed to be factors in falls the service took action. This meant the provider used learning to improve people’s safety, care and support.

Staff received on-going learning through the training provided to ensure they had the skills and knowledge to meet people’s changing needs. Nursing staff were supported to maintain the level of competence required to continue to be registered with their professional regulatory body.

Staff felt the service was on a positive course. One member of staff told us, “I have seen improvements in everything we have done here. We are always improving.” The provider planned further improvements at the service. These included accreditation by the Gold Standard Framework to achieve best practice in meeting people’s needs during end of life care, and providing placements to student physiotherapists.