Clayton 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. This is the first assessment for this service under the new provider. 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.

The provider, registered manager and staff were committed to ongoing service improvement. The culture at the service reflected a shared goal of providing quality care and ensuring people and their relatives had positive experiences. Staff feedback included, “[The service] is the best it's ever been. The things the provider has done to make improvements is amazing” and “The best thing is the work ethic. Staff are passionate about 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.

The provider and registered manager showed knowledge and skill in relation to supporting people, oversight and service development. There was a hands-on approach to leadership and management which was reflected in feedback received from people and relatives. Comments included, “It is well run and the manager is very approachable. Everything they say they are going to do they have done it” and “It has improved now with the new owners” and “I think it is well run and if I want something I know I can go and ask.”

Staff felt supported in their role gave and gave consistently positive feedback about the provider and registered manager. Comments included, “[The provider level leader] is very approachable. [Name] listens, really listens” and “This company is great. They really acknowledge [staff]” and “If I nip in to see the registered manager, they are quite open and happy to listen to what I have to say.”

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

Systems and processes were in place to support speaking up. Staff told us they felt able to speak up and discuss concerns and ideas with the registered manager and provider level leaders. They felt they would be listened to. Staff meetings were also held regularly giving staff the opportunity to share ideas and raise concerns. In addition, people and relatives spoke confidently about being able to raise concerns, feeling any issues would be addressed.

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 employed a diverse workforce comprising staff from a range of backgrounds. Flexible working and reasonable adjustments were supported when required. Staff felt they were treated fairly. One staff member told us, “[The provider leader] treats everyone fairly that’s what I like. We are treated the same.”

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 systems and processes were effective in identifying concerns and driving improvements. Quality assurance checks completed at provider and service level identified where improvements were needed and these were developed into actions which were detailed and closely monitored for compliance. Since acquiring the service, the provider had made significant changes to improve the service and developed robust plans in relation to ongoing monitoring and further improvement. Any areas for improvement identified during the assessment process were promptly addressed.

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 and registered manager collaborated effectively with partners, sharing information appropriately and promptly. Feedback from partner agencies was welcomed and used to drive service improvement.

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.

The provider, registered manager and staff were committed to learning and quality improvement. There was a focus on ongoing improvement to ensure people had a positive experience of care at the service.