Claydon Care Services - Main Office

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.

This is the first assessment for this newly registered service. This key question has been rated as 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.

Policies and governance frameworks promoted person-centred care and safety, and staff were supported through regular supervision and open communication channels. Records showed that values were embedded in induction and reinforced through team meetings and audits.

Staff described a cohesive culture built on mutual support and openness, and relatives spoke positively about the service’s values and commitment to care. Managers were visible and approachable, and staff reported feeling supported.
 

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.

Records showed leaders maintained clear governance arrangements and were actively involved in day-to-day operations, including providing out-of-hours cover and supporting flexible rostering to meet people’s needs. Policies and supervision frameworks reinforced inclusive leadership and accountability.

Relatives told us the service was well managed and solutions-focused, and staff consistently described managers as approachable and responsive.
 

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

The Freedom to Speak Up policy outlined clear reporting routes, confidentiality protections and monitoring arrangements. Records showed staff received training on whistleblowing and safeguarding, and governance systems tracked concerns raised and actions taken. Leaders promoted openness through regular supervision and team meetings.

Staff told us they were confident to raise issues and understood how to escalate concerns. They described examples where matters were reported and addressed promptly. Policy documents showed evidence of accessible guidance and whistleblowing information for staff.
 

The provider valued diversity in their workforce and worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Policies and training supported equality, diversity and inclusion, and records showed staff had access to flexible working arrangements and opportunities for career progression. Recruitment processes included checks to ensure fairness and compliance with equality legislation.

Staff told us they felt supported and had flexibility to balance work and family life. No concerns about discrimination or exclusion were raised during interviews. We also saw evidence of Equity Diversity and Inclusion (EDI) policies and completed equality training.
 

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 arrangements included scheduled audits, incident reviews and structured quality checks to monitor safety and performance. Records showed lessons learned from safety events were communicated to staff and reflected in updated procedures. Care plans contained detailed routines and risk assessments, and monitoring systems tracked compliance with visit schedules and care delivery.

Relatives told us the service was consistent and that they received timely updates about changes. We saw evidence of completed audits, risk logs and action plans to maintain quality and sustainability.
 

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 provider worked proactively with partners to make sure care was coordinated and people stayed connected with their communities. Leaders had clear arrangements for sharing information and learning with local authorities, GPs and district nurses, which supported timely equipment provision and joint planning for end-of-life care. We saw examples where partnership working reduced delays and improved continuity, such as rapid installation of mobility aids following a hospital discharge.

Staff described how they collaborated with community organisations to offer meaningful activities that reflected people’s interests. Relatives told us these links made a positive difference to wellbeing. We saw that outings were planned safely, with risk assessments and transport checks, and that people were asked what they wanted to do.
 

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.

The provider had a clear approach to continuous learning and improvement, supported by systems that turned feedback and audit findings into action. Leaders analysed trends from incidents, complaints and spot checks and shared learning with staff through team meetings and supervision.

Digital improvements were underway, such as implementing a governance platform to streamline audits, HR processes and real-time performance monitoring. This helped leaders track compliance and respond quickly to emerging risks. Staff told us these changes made processes clearer and reduced duplication.

The provider also encouraged creative ways to improve equality of experience and outcomes, for example by testing new scheduling tools to reduce late calls and piloting video-based training for carers in rural areas. These initiatives showed a commitment to safe, effective practice and to using technology and shared learning to enhance quality of life for people.