Clifton Manor Residential 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.

Staff understood the vision and values of the service and described a strong focus on delivering high-quality care in a calm and supportive environment. Staff told us they were well supported through induction, training and clear roles and responsibilities. They spoke positively about the visible presence of managers, who they described as approachable and supportive. Staff comments about the home included, “It feels like home, the love towards the residents is contagious. The Manager is a good example to us.” People and relatives also spoke positively about the welcoming atmosphere within the home and the caring approach of the staff team.

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.

Leaders consistently modelled compassionate, inclusive and values-led behaviours that set a clear standard for the service. Their actions reflected a commitment to both people using the service and the wellbeing of staff. One person told us, “The service providers are doing an excellent job.”

The registered manager maintained a strong and visible presence within the home, which helped them understand day-to-day practice and provide support when needed. They worked alongside staff during busy periods and responded to concerns as they arose. The registered manager and team leaders held daily meetings to discuss issues, share learning and agree actions.

People described the registered manager as approachable and told us their door is always open. One relative told us, “[The manager] is an excellent communicator; I have every confidence in her.“

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

Staff understood how to raise concerns and were aware of the procedures for reporting issues confidentially. They told us they felt confident raising concerns and were assured the registered manager would listen and take action where required. This helped ensure issues were addressed promptly. Team discussions, supervision sessions and routine meetings created regular opportunities for staff to reflect on practice and raise matters affecting the quality of care.

The provider ensured staff had access to policies, contact details and guidance relating to whistleblowing and internal reporting.

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.

Leaders understood the importance of equality and worked to ensure staff were treated fairly, regardless of background or protected characteristics. Staff described respectful and supportive working relationships and told us they were treated with dignity and respect. Where required, reasonable adjustments were made to support individual needs. Policies were in place to support equality, diversity and inclusion, and staff practice reflected these principles in their day-to-day work.

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.

Leaders had systems and processes in place to support effective governance. The registered manager carried out a range of audits to monitor quality, safety and performance, including audits of care plans, medicines, incidents, accidents, the environment and equipment. Where concerns or trends were identified, actions were taken and learning was shared with staff to support improvements in practice.

There was robust documentation in place throughout the service including relevant policies and guidance to support good governance. The registered manager demonstrated a good understanding of regulatory requirements, including responsibilities and the duty of candour.

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.

Systems were in place to support collaborative working when people’s needs changed. Information was shared appropriately with external professionals to support safe, coordinated care and positive outcomes for people. We saw referrals had been made proactively, with recent involvement from dietician, district nurses and GPs. This collaborative working helped ensure people received timely specialist support and that care was adjusted when needed. Staff and leaders communicated effectively with professionals and followed recommendations to improve people’s health and wellbeing. For example, the home had joined a tissue viability service improvement group and planned to attend monthly meetings with the local nursing team to discuss wounds, dressings and prevention strategies.

The provider sought opportunities to strengthen community links and supported people to remain connected with local groups, services and activities. For example, the registered manager was planning to support a local charity chosen by people living at the home, with people actively involved in the planning activity. The home also planned to celebrate pride by inviting drag artists to visit the home and attending a local pride festival.

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.

There was a clear commitment to reviewing practice and identifying opportunities to improve people’s experience and outcomes. Staff were encouraged to speak up with ideas for improvement.

The registered manager demonstrated a proactive approach to innovation and evidence-based practice. For example, they had used artificial intelligence-powered monitoring technology to support people’s safety and well-being. This helped to identify potential risks earlier and supported staff in responding more effectively to people’s needs.