Canterbury 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.

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 71 (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 manager and provider demonstrated openness, transparency, and honesty throughout the inspection process. They showed a willingness and were proactive in taking steps to address any shortfalls reflecting a positive and responsive approach to service development and continuous improvement.

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. We found the management team open and transparent. Overall, many spoke of improvements at the service recently and since the current manager had joined. Where concerns were raised with the manager action was taken to make improvements. A member of staff told us, “I just like to say that our new manager is dedicated, heart is in the right place, hardworking and hands on. We have a good friendly staff team. To a degree it’s a nice home. Despite staffing levels, we maintain [people’s] safety, dignity, and respect. The home is inclusive and diverse. It could be so much more if we had more staff.” Another staff member commented, “Managers are visible, very hands on and are leading by a high standard and example to their colleagues. Our home manager is very dedicated to their role. No job is beneath them and they will help us on the floor if necessary and work together with us to provide a great service.”

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

The provider had a whistleblowing policy in place and staff were aware of how to raise a concern if required. Many staff felt comfortable speaking up to the management team, however, there was still a culture where staff all felt supported to speak up to be further developed. The manager was aware there was still further work to do to ensure all staff felt assured and to embed the new 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. Staff had access to the provider’s policies relating to equality and diversity in the workplace and had completed relevant training, ensuring they understood expected standards and behaviours. This supported staff to work in line with the provider’s values, promoting fairness, inclusion, and respect for both colleagues and people using the service.

The provider did not consistently have clear responsibilities, roles, systems of accountability and good governance.

Many people, relatives, and staff told us that, more recently, the service had benefitted from a more stable management team. This had led to improved oversight, clearer direction, and more consistent governance across the service, however, the oversight and systems in place had failed to identify the improvements needed such as the need for enhanced person centred care.

Many relatives and staff described the manager as approachable and receptive, and someone who was open to discussion and feedback. This helped to create a more transparent and inclusive culture, where concerns could be raised and addressed. This supported safer, more consistent care delivery and helped to drive ongoing improvements in the quality of care people received.

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.

People benefited effective partnership working with local healthcare services and the staff, which demonstrated a coordinated approach to meeting people’s needs. Staff worked collaboratively with a range of professionals, including GPs, community nurses, and other specialists, to ensure people received appropriate and timely support. The provider ensured that relevant information was shared promptly and appropriately with external agencies and stakeholders when required, helping to promote continuity of care.

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.

Many relatives and staff fed back about the positive changes and improvements they had seen since the current manager commenced in employment at Canterbury House. The manager promoted a learning culture where people and their relatives’ experiences were used to make improvements where needed.