Chilton Care Centre

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.

The providers values of ‘support, enable, encourage and care’ were displayed around the service and implemented by staff. The registered manager had created an open culture, where staff, people and relatives felt able to approach them at any time and we observed this happening in practice throughout this assessment. A member of staff told us, “[Registered manager’s] door is always open to staff, relatives and the residents. We can go to them at any time.” People confirmed they felt there was an open, honest culture in the home. Comments included, “I speak my mind” and “I think it is as good as you can get.”

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.

The registered manager had good oversight of the service. Staff said the management team were supportive and when asked whether the registered manager was fair and approachable, all staff we spoke with answered positively. One staff member told us, “I find [registered manager] really supportive, even with personal matters.”

The registered manager was actively involved in the day to day running of the service and was knowledgeable about people’s needs and knew people and their relatives well. They had the skills and experience required to lead the home.

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

Policies and procedures were in place to make it easy for staff to speak up. These were also displayed around the service. Staff were regularly given the opportunity to speak up and drive improvement via team meetings, supervisions and staff surveys. When staff had raised concerns, these had been acted upon by the registered manager. The staff we spoke to were confident that any concerns raised would be managed appropriately. One member of staff said, “I love working here. [Registered manager] is extremely supportive, and I have every confidence any concerns would be addressed.”

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 told us they were a diverse team who worked together well. Staff spoke positively about their experience of working at the home and told us they had not experienced any harassment or bullying.

The registered manager ensured were knowledgeable and understanding of people’s individual diverse needs. This was apparent when they spoke about the people they supported.

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. Staff were clear about their roles and responsibilities.

There were well established systems in place to maintain oversight of the service and drive any necessary improvements. Regular checks were carried out in areas including the environment, equipment, incidents, accidents and medicines. The registered and deputy managers undertook a range of audits to monitor the quality of care provided and reviewed the experiences of people living at the service. Completed audits were then used to create action plans, which detailed where changes or improvements were needed to improve quality and safety.

The providers senior manager also conducted audits of the home on a regularly basis. This helped drive continuous improvements. The registered manager told us, “I really like the senior management audits as it just gives me reassurance that everything is ok but also highlights things I may not have thought about. I value the input of others if it means we improve further. I just want the best for people.”

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.

Staff and the management team were open and transparent, and requested support when it was needed to improve outcomes for people. Recently the registered manager and staff team had worked closely with professionals including social workers, a community protection nurse (CPN) and a memory clinic to try and improve the outcomes for one person who had seen a decline in their health. Regular meetings had taken place so all partners could work collaboratively, sharing their views and updates. The registered manager told us, “We will always do anything we can for our residents, and I am proud of the work we have done for this person.”

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.

The provider was proactive in reflecting when things may have gone wrong and implementing sharing learning across all of their homes. The registered manager spent time with staff, clearly explaining where things had gone wrong, why it had happened and how it could be prevented in future. Staff then had time to reflect. Where required, additional training was also provided.

The registered manager took a proactive approach to the inspection and were receptive to feedback provided. Where minor shortfalls were identified, swift action had been taken to address these.