Cayton 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. This is the first assessment for this 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. A clear statement of purpose supported the providers vision providing clear expectation for everyone encountering the service, with clear reference for people living at the home. The shared direction and culture were lived and supported from provider level down, with clear evidence that people were at the centre of the service. This was supported further with recorded care plans ensuring any required individual adjustments were recognised and implemented to provide a service which was responsive to people’s individual needs and preferences. Systems and processes were reviewed to ensure they remained effective to improve individual outcomes for people.

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 management team were visible and accessible during our assessment. We saw people and relatives held informal conversations discussing routine daily events and activities. Staff spoke highly of the registered manager; they told us they felt listened to and that communication in general was good. Staff told us, “It’s quite a new service, we spent some time getting to know each other before we opened, this informal approach enabled an opportunity for us to build a strong team, we have a great [registered] manager who is very supportive and always available if we need anything.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People told us they wouldn’t hesitate to raise any concerns or complaints. A complaints policy was available for guidance of what to expect and information was promoted in a range of formats for people. When complaints were raised, a log was held which included details of any resulting actions. The information was reviewed to target any emerging themes, and oversight was completed at provider level. This helped to foster an open and transparent service which welcomed all feedback to support improvement.

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 held regular meetings with staff who understood the need to treat people and each other as individuals with respect and inclusion. Staff and people spent time getting to know each other; forming professional working relationships with mutual respect and understanding.

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 governance arrangements which included clear accountability, risk management, and performance monitoring. A range of audits and checks were completed to check service performance. This included routinely collecting and analysing data on service delivery, quality, and outcomes to show areas for improvement and assuring the quality and safety of the service provided. Checks included management level meetings to review the financial sustainability of the service, including the development and support of a skilled and motivated workforce to respond to individual needs. Staff were provided with access to arrange of training and resources to develop their skills and effectively respond to people’s needs. Staff support included supervision and reward programmes which helped promote their wellbeing and reduced staff turnover. Robust policies and procedures were in place and updated for information security and data management. Electronic record keeping helped the secure sharing of information between different healthcare providers to improve consistency of care and the experience for people using services whilst promoting sustainability through the reduction of duplication.

The provider understood the benefits of local collaboration, working with partner organisations to underpin, and support the shared values expected by people receiving a service. Electronic care plans enhanced the sharing of information, enabling effective evaluation of people’s changing needs with actions to address emerging risk, reducing duplication and improving outcomes. Examples of clear communication and a shared understanding of goals and values was provided during the assessment process. One health professional told us, “There is a clear focus on the health and wellbeing of people. Our visits help to effectively provide support in people’s own home environment without the often unnecessary need to visit the GP or Hospital in person, which will also help to reduce their waiting lists and workloads.”

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. People their relatives and staff told us they felt part of the service and that their input, including feedback of any kind was valued by the provider. One person said, “The [registered] manager is [name]; they are nice to talk to, I try to get on with everybody. If I had a complaint I would go to the [registered] manager or their deputy. Visitors can come anytime, and I know the deputy will come soon to tell me my son has got home safely. Nothing is too much trouble”. A staff member told us, “We have daily opportunities to provide feedback during the shift handovers, throughout the day we can access our area leads and the [registered] manager, we have other full staff meetings and support resident and relative meetings.” Provider oversight of systems and processes ensured where risks and/or improvement was identified as part of ongoing reviews that outcomes were used and reflected across partner services. Other examples of partnership working included person centred palliative care training and improving care at the end-of-life training delivered by Saint Catherine's Education Centre (Hospice).