Claydon Care Services Limited- Wiltshire Branch

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 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. The provider had shared their values statement with people, setting out what they should expect from the service. Records demonstrated these were used in the recruitment of new staff and discussed in staff meetings. Staff told us the registered manager demonstrated these values in the way they worked.

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 told us leaders were knowledgeable and provided them with the support they needed to do their job well. The service had a registered manager in post. The registered manager told us they were supported by a management team and were planning for the care manager to apply to the Care Quality Commission to be a registered manager and take overday to day running of the service. The current registered manager would remain as the Nominated Individual and a director for the service. The management team were supported by external mentors and specialist human resources support.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager told us the service had speaking up procedures, which staff could use if they needed to. Details were shared with staff during induction, team meetings and supervision sessions. Staff told us they knew how to raise any concerns and were confident the management would listen to them and respond. As the registered manager was also the nominated individual for the provider, they had provided staff with contact details of an external consultant they could raise concerns with if needed, to help prevent the development of a closed culture.

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. The provider had processes for staff to request flexibility in their work patterns, for example to enable staff with caring responsibilities or those with health conditions to remain working. Staff were aware of these processes and told us they felt supported by the management team.

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. Managers completed a range of audits, surveys and observations of staff practice to monitor the quality of the service. The provider had also commissioned reviews of the service by external consultants, to gain an independent view of the service provided. The registered manager used the outcome of these audits to develop action plans where improvements were needed and monitored to ensure actions were completed.

The provider understood their duty to collaborate and work in partnership with other professionals, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. The registered manager told us they worked in close collaboration with a range of professionals to help make sure people received continuity in their care. People and relatives gave examples of the service working in partnership with other agencies, including health and social care services. Professional partners did not raise any concerns about the way the service worked with them to meet people’s needs.

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. Systems for monitoring standards of care were used to identify areas of improvement and lessons learned. This included regular audits and quality assurance checks. Complaints were managed and outcomes used to improve the service. Records demonstrated staff were trained and supervised appropriately.