Cleveland 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 andgovernance assured high-quality, person-centred care; supported learning and innovation; andpromoted an open, fair culture.At our last assessment we rated this key question requires improvement. At this assessment therating has changed to 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 had created a positive, caring culture. Leaders had worked hard since the last inspection to ensure people consistently received a good quality of care. All staff and leaders had a shared direction and purpose, which helped to ensure there was continuous learning. Staff admired leaders and there was mutual respect and trust between staff and leaders. One person told us, “I think it is well run. 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 work force and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They always did so with integrity, openness and honesty. Leaders were skilled to ensure people receive a good quality of life. Leaders worked with people to focus on their wellbeing, accessing high quality activities and enjoyable meals. Staff and leaders were passionate about making the service homely and welcoming. There was a zero tolerance to a to poor care not being challenged, as leaders set a high standard and monitored care to ensure they did not fall below this. The provider recognised the achievements of leaders at the service. The registered manager was awarded “Manager of the Year” for their exceptional approach and improvements made at the service.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt able to speak up. Staff felt positive about the service and all staff we spoke with told us they would recommend the service to their friends and family as a place to live. Leaders were accessible to staff as there was an “open door” policy where staff could contact leaders at all time for support and advice. Leaders had a highly reflective culture to ensure learning and improvements were at the forefront of staff’s approach. One member of staff told us, “The managers here are brilliant. I know I can go to them about anything and I know what I had to say would be listened to.”

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. Staff were treated fairly. All staff told us leaders were supportive, flexible and approachable. One member of staff told us, “We recently won an award and the prize was a new staff room. As part of the renovation, a prayer room was also provided. It is a good place to work where staff are valued.”

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. Governance and monitoring systems effectively monitored the quality of the care provided. Leaders had a robust schedule of quality monitoring to ensure people were treated with kindness, compassion and safe care. Leaders completed a range of audits, spot checks, observations and asked for the views of visiting professionals, relatives and people to understand the care being provided. Leaders analysed this to celebrate good care and address promptly any improvements needed.

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. Leaders worked in collaboration with partner organisations to make sure people received good quality care. Leaders worked in an open and transparent way to ensure information was shared as required to ensure people’s safety. Staff worked with local community organisations such as the local school and football club to host events for people living at the service. People also had access to religious institutions with the local church visiting on a regular basis to host services. People of different faiths were supported on a one to one basis to access their religious institutions and participate in religious events.

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. Leaders had a strong learning culture to improve when things had gone wrong. Leaders were skilled in analysing and monitoring incidents and events with a drive to learn and develop. Staff shared this approach and leaders worked in an open and transparent way to share learning. Leaders monitored to ensure changes and learning was embedded and adopted by staff.