Castleview 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.

At our previous inspection 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 demonstrated a clear and positive culture which was understood and reflected by staff across the service.

Most relatives described the home as welcoming and caring. A relative told us, “The staff are fabulous, very friendly and approachable. They give the home a warm friendly atmosphere, they are always very respectful and accommodating.” A health and social care professional told us, “Care is of a high standard and the staff I have met have a genuinely pleasant manner about them and the ethos in the home is clearly one that seeks to provide a high standard of care and remains interested to develop and evolve in line with current expectations of good practice.”

This feedback reflected our observations during the assessment and indicated a positive culture where people were treated with respect, staff felt supported, and there was a clear commitment to providing good quality care 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. They did so with integrity, openness and honesty.

Managers were visible within the service. At the time of the assessment, there was a registered manager and deputy manager in post, with additional oversight and support provided by the provider's leadership team, including the nominated individual and quality and compliance manager.

During a period of temporary change in the clinical leadership arrangements, nursing staff worked collaboratively to maintain oversight of people's nursing care and treatment. This included guidance and support from the quality and compliance manager.

Feedback about the management was mostly positive. Most relatives described the management team as approachable and accessible. While most feedback was positive, we received a small number of comments from relatives who felt concerns they had raised were not always addressed to their satisfaction. A health and social care professional told us, “The input I have had has continued to demonstrate to me that they are an excellent home with a particularly well informed and involved manager.” Staff spoke positively about the registered manager and described feeling well supported in their roles. A staff member said, “[Registered manager] is great. I can go to him with anything in the world. He is absolutely brilliant. I want to be a boss like him.”

We observed positive interactions between the registered manager, deputy manager and people living at the home. They knew people well and took time to engage with them throughout the day. People responded positively to their presence and appeared comfortable approaching them. For example, 1 person's face visibly brightened when the registered manager greeted them.

The provider had processes in place to encourage feedback and learning which helped to promote an open and transparent culture where concerns could be raised and addressed appropriately.

Staff knew how to speak up and raise concerns when needed. They told us they had no concerns about practice and felt confident that issues would be taken seriously and acted upon if raised. Staff described a supportive management team and said they felt able to share ideas, seek guidance and discuss any concerns openly.

The provider promoted an inclusive and fair workplace and supported equality and diversity within the staff team.

The provider supported staff development and career progression. For example, 1 staff member who had trained and qualified as a nurse outside the UK was being supported to meet Nursing and Midwifery Council (NMC) requirements and obtain registration to practise as a nurse in the UK.

The provider also held a certificate of sponsorship, enabling the recruitment of overseas staff where required which helped to support workforce stability.

The provider had clear roles, responsibilities and governance systems in place to effectively oversee the quality and safety of the service.

Audits and checks were carried out across a range of areas, including care records, medicines, accidents and incidents, the environment and infection prevention and control. An electronic system was used to support oversight. This enabled leaders to monitor trends, track actions and maintain real-time oversight of quality and risk, supporting a proactive and responsive approach to governance.

Information gathered through audits, incidents, feedback and day to day monitoring was reviewed by the management team to identify areas for improvement and monitor the effectiveness of actions taken. Where opportunities to improve were identified, action plans were developed and progress monitored to help ensure improvements were embedded and sustained.

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 collaboratively with other organisations to support people and promote continuity of care. Registered managers from 2 neighbouring care homes described a positive working relationship with the registered manager from Castleview Care Home. They told us they communicated openly and provided advice and support to one another when needed.

The service was well connected within the local community. Many staff lived locally, which helped to maintain community links and foster positive relationships with local organisations, services and professionals. This supported coordinated working to help ensure people's needs continued to be met.

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.

Learning was shared with staff through meetings and supervision sessions, which supported staff to reflect on their practice, develop their skills and improve outcomes for people.

The provider told us the home had participated in a range of research studies and improvement initiatives alongside universities, NHS organisations and other professional partners. They described this as supporting the ongoing development of the service and contributing to wider learning about care and support.