Chy-An-Towans

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.

At our last assessment we rated this key question good. At this assessment the rating has remained 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.

Managers worked closely with staff and modelled organisational values. When issues within the staff team were identified or reported, the registered manager was pro-active in addressing these. For example, training had been arranged following concerns about professional boundaries. Training to support staff understanding of people’s diverse needs had also been organised. A relative told us, “[Registered manager] puts their heart and soul into it and wants to make people’s care appropriate to their needs. I’d recommend this place as long as it didn’t take away [relative’s name’s] place!”

An external professional commented, “One particular strength of Chy-an-Towans is the dedication and commitment of the staff team. There is a clear culture of care, respect, and advocacy for the people they support, which is evident in their day-to-day practice.”

A manager told us, “We do have a very passionate team, who provide high levels of care and support to our residents and hopefully this was reflected during your visits.”

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 they were well supported by the registered and deputy manager who were available for advice and guidance at any time. Managers had attended local conferences and were members of local provider groups. This enabled them to keep up to date with developments and challenges in the sector.

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

Staff meetings were held as well as staff supervisions and appraisals. This meant the registered manager was able to share and demonstrate organisational values with the team. A whistle blowing policy outlined the actions staff could take if they had any concerns. Staff told us they would not hesitate to raise concerns with managers. One commented, “I feel management are really approachable and I can speak about anything and everything.”
Relatives also told us they would be confident to speak up if needed. Comments included, “I can ring [registered manager] any time and they are easy to communicate with.”

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 told us they were always treated fairly, and the organisation was flexible when they had responsibilities outside of work. The provider recognised, and responded, to staff members’ individual needs and circumstances.

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.

There were systems to monitor quality and manage risk. The registered manager completed regular audits to monitor service performance.
The registered manager was supported by a deputy manager and care-coordinators. All had clear roles and areas of responsibilities. For example, one of the care co-ordinators acted as the communication lead and oversaw the development of communication dictionaries. Care co-ordinators had protected time to complete their additional duties.
Staff were encouraged to develop professionally. The registered and deputy manager completed leadership courses to help ensure they had the appropriate knowledge and skills to lead effectively.
 

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 with other agencies in order to provide joined up care across services. Information was shared appropriately and in people’s best interest. An external professional commented, “If there are any concerns the manager or deputy will contact the Adult Learning Disability Team. There have been many multi-disciplinary team meetings to help to make sure that the needs of the individuals are being met and any concerns are raised.”

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 systems to monitor the service and drive improvement. Managers reviewed care plans and risk assessments. Incidents and accidents were recorded and any themes identified. A new electronic care management system had been introduced to improve the quality of records.