Clare House 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.

The last rating for this key question was 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.

There was a positive culture at the service. People living there, relatives and staff told us they would recommend the home. People had good relationships with staff. Comments from people included, “It is a nice friendly place, and you can invite friends for lunch” and “There is a good atmosphere. I give the home 10 out of 10.”

The provider had a clear set of values which staff were aware of and followed. Staff told us there was good teamwork and it was a good place to work. A staff member told us, “The team are all welcoming and our manager values our views and feedback.”

The provider employed capable and inclusive leaders. The registered manager was a nurse and provided clinical support to staff. The registered manager was experienced working in health and care services. The management team kept themselves updated with changes in legislation and guidance. Senior leaders within the organisation provided support to the service.

People using the service, relatives and staff told us they thought the service was well-managed. Comments from relatives included, “The manager is good at involving the residents in planning care” and “[Registered manager] is a good advocate for people.”

A staff member told us, “The manager is always available and provides great encouragement.”

The provider had procedures which enabled staff to speak up about concerns. Staff understood these and told us they felt confident discussing any concerns with the registered manager. Staff said they knew who to speak with outside of the company and in senior management.

The provider had systems to ensure workforce equality and inclusion. Staff were not discriminated against. Managers asked staff whether they had any specific needs during recruitment and regular checks. Staff told us they felt they were treated with equity. Some neurodivergent staff received additional support according to their needs to access training, records and systems.

Managers told us they supported staff to celebrate their religion and culture. Staff were able to take time off or request flexible working patterns for religious needs.

The provider had effective systems for monitoring and improving the quality of the service. Staff and managers carried out a range of regular audits. They discussed the outcome of these and created action plans when improvements were needed.

The provider asked people using the service, staff and other stakeholders for feedback about their experiences to help improve the service.

The provider had a range of policies and procedures which reflected good practice and legislation. Staff were familiar with these.

The provider had systems for reporting, recording and learning from accidents, incidents and complaints.

The provider had links with external partners. Staff worked closely with external healthcare professionals to plan for, monitor and meet people’s needs.

The provider had created links with local youth groups, schools and the church. They ran activities for people to share with external groups.

The provider developed a learning culture. Staff ran workshops for people living at the service. These were based on areas they had requested and included sessions about fire safety, preventing falls and infection prevention and control.

The registered manager met with other managers working for the organisation. They discussed lessons learnt and good practice examples. The registered manager cascaded learning to staff through themed supervision meetings to discuss specific topics.