Halton View 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 inadequate. At this assessment the rating has changed to requires improvement. Within the home we saw improvements since our previous visits, however the provider had failed to address some issues identified in previous inspections. This meant the management and leadership was inconsistent. Leaders had identified areas needing improvement and were working towards addressing these areas. Leaders were working towards making changes to the overall culture of the service to support the delivery of high-quality, person-centred care.

The service was in breach of legal regulation in relation to governance at the service.

This service scored 62 (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 developed a shared vision, strategy and culture they were in the process of implementing. 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 registered manager showed a clear understanding of their role and was aware of what improvements were needed. Family members shared examples of changes that had been made to enhance their relative’s comfort whilst living at the home.

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 provider had developed a three year improvement strategy to enhance the lives of people using the service, this was following a review of the organisation. People and their family members spoke positively about the management within the home.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt confident in speaking up to the senior management team. People and their family members felt that their voice was heard.

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. As part of the plans for moving the organisation forward in ensuring equality, diversity and inclusion for all, a specific piece of work was in progress by the provider to examine culture throughout the organisation.

The provider had systems in place for accountability and good governance. These systems were not always effective. For example, risks identified within the environment had not been prioritised. In addition, risk relating to the management of people’s medicines, identified in previous inspections had not been fully addressed. Records showed that a number of staff required training in fire evacuation procedures. We saw areas of improvement were needed in care records. This had been identified by the registered manager who was addressing the short falls. The registered manager understood their responsibility for notifying the CQC and other agencies of events which occurred within 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 alongside other health and social care agencies and sought advice and support when needed. People and their family members had the opportunity to attend meetings within the home and join in activities such as holy communion provided from the local community.

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. Management based within the home had a clear understanding of the changes needed to enhance the service people required. There were opportunities for people, family members and staff to share information for continuous learning and development of the service. Not all staff had completed mandatory training, management were aware of this and were taking action to ensure this was completed. In addition, other role specific training had been introduced.