Hilton House

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 79 (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.

People and relatives spoke positively about the culture within the home. A relative told us, “[Person who used the service] is always off out or doing something.” This showed the culture was in line with ‘right support, right care, right culture’ guidance as a culture that promoted access to the community was in place. The registered manager and staff were aware of the values of the organisation and also spoke positively about the culture of the home. All staff members we spoke with used words such as “pride”, “family” and a love of working at the service. One staff member told us, “I look forward to coming into work to work with the people.”

Systems were in place that ensured people were at the centre of their care and safe, effective recruitment meant staff were passionate about their roles and desire to support people to achieve the best outcomes.

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.

Staff described the registered manager as passionate and caring. One staff member said, “She has the hearts of these people. She’s always concerned and always checking on them. She pulled me into care and gave me a feeling to want to do more in care and I've loved it. I want to follow her path and become one of the best managers.”

Staff understood their roles and responsibilities and there were clear lines of delegation. The registered manager was completing a Level 7 Diploma in management and senior care workers were given the opportunity to complete Level 5 Diplomas which was positive for the leadership of the service and succession planning.

The registered manager notified us of events that had happened within the service in line with the providers legal responsibility to so do.

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

People and relatives knew how to raise concerns and felt confident to do so. There was a whistleblowing policy in place and staff were aware of this and the procedures they needed to follow if they needed to raise a concern.

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 described an inclusive culture at the service where staff respected each other and the people who used the service. One staff member told us, “It’s all about respect and learning from each other. I’ve never seen anyone disrespect anyone else.” The registered manager told us how much they valued their diverse workforce and how staff from different backgrounds educated each other on their culture, including sharing food with each other to share different cultural experiences. This was also extended to people who used the service.

The provider had policies in place that supported equality, diversity and inclusion and staff completed training in this.

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.

Effective systems were in place to assess, monitor and improve the safety and quality of care at the service. Where improvements were identified as being required, action was taken to make these improvements in a timely manner.

The registered manager worked closely and effectively with other managers who worked for the provider in order to share risk, outcomes and learning.

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 registered manager worked effectively with partners to provide positive outcomes for people. As part of this assessment, we asked the Local Authority for feedback, and we received no concerns.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The registered manager had been invited to speak about their lessons learned tool at a local forum for all adult social residential care providers. They shared their tool and key learning during the event and since the event have shared this with other providers at their request. They have also agreed to deliver the presentation to another local provider who has requested this for their staff. This shows the registered manager was committed to share learning and innovation within the local system, with the desire to improve care and service user experiences on a wider scale.