Skelton Court

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 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.

Staff received training in equality, diversity and inclusion. People, their relatives and staff were encouraged to provide feedback on the service to help shape its future. A staff member told us, “We attend handovers and team meetings where we can discuss care.”

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.

Managers demonstrated a positive and listening culture. Staff spoke positively about the support they received and the culture of the service. Comments included “I really enjoy working here. I enjoy working with the team and managers. The managers are brilliant” and “[Deputy] is very helpful and always available to discuss things.” People, their relatives and staff felt listened to by the management.

The manager was newly registered and spoke positively about the support they had received from the provider since coming into their role. They said, “The support I have received has been phenomenal. I have support from the other managers. I've had a really good induction, and training is available to support my development.

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

Staff told us they felt confident to speak up and felt they would be listened to. Staff said they had opportunities to speak up about any ideas or issues during one to one and staff meetings. They said as management were visible within the service they could also speak with them on a daily basis.

People and their relatives were invited to attend regular meetings where information relating to the service was shared and the registered manager sought their thoughts and ideas on what could be improved.

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 received training in equality, diversity and inclusion. Staff were actively encouraged to share concerns and ideas. This was achieved through supervisions, appraisals and team meetings. Staff told us they felt valued by the organisation and everyone worked well together.

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.

The provider had effective systems in place to monitor the quality of service and the running of the home. The registered manager said they conducted a ‘daily walkaround’ to monitor the quality of care and the safety of the environment. Audits were carried out periodically by the registered manager, deputy managers and regional manager. This included safe medicine administration, infection control and care planning. Plans were in place to ensure any improvements were identified and appropriate actions taken.

Maintenance, electrical and property checks were undertaken to ensure they were safe for people that used the service. Servicing of equipment was carried out to ensure it remained fit for purpose.

Staff’s' training was monitored by the registered manager and deputy managers to ensure their knowledge and skills were up to date. Staff told us they received the correct training to assist them to carry out their roles.

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 in partnership with other health and social care professionals to meet people's needs. Records evidenced appropriate healthcare referrals and appointments. A healthcare professional told us, “The service appears reliable. Observations during visits showed interactions between staff and residents have been very positive.” They told us when some trends had been identified relating to falls and medicine the registered manager sought appropriate support and advice.

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.

There were effective systems and processes in place to ensure lessons were learnt from accidents, incidents and safeguarding concerns. Accidents and incidents were reviewed to identify any themes and make changes to practice where required. Any issues or concerns about the service were discussed during team meetings and staff supervision meetings.