Mountview 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 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 service as 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 feedback we received from staff and the registered manager indicated there was a strong culture of team working and providing person-centred care and support. Staff commented positively about their employment at the service and said there was an excellent team approach. Several staff described the service as having a culture ‘like working with a family’. During the assessment, the home was warm and welcoming. Observations showed staff spent time with people and knew people as individuals. We saw staff effectively communicating with each other. Staff confirmed they were supported through supervision and appraisal. Key information was communicated through daily handovers and staff meetings.

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 and provider representative worked closely and effectively together. Discussions with the provider representative, registered manager and deputy manager all demonstrated a clear understanding of their roles, and a desire to provide high quality care and achieve good outcomes for people.Staff told us the management team were supportive and would always offer help, support and assistance when required. Staff comments included, “Management are very supportive. If I lack understanding for my role, they mentor me and support me with any questions or concerns I have” and “Managers support us and listen to suggestions we make.”

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

There were systems and processes to encourage and respond to feedback from people using the service, staff and external stakeholders. The registered manager and staff promoted an atmosphere where people felt able to speak up. There were resident’s meetings, resident forums and surveys completed. Staff were confident about raising any ideas and concerns to the provider representative and management team. Team meetings and supervisions were used to share ideas and suggestions as well as learning from any concerns or incidents. Staff surveys were also offered to allow staff to feedback their views on their employment

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. All staff and managers spoken to identified with a shared commitment to good practice and an open approach to problems and issues. Staff felt well-supported in doing their jobs and spoke positively about teamwork, shared values and care for people. A staff member told us, “We all work as a team; it has a family feel. There are lots of different cultures amongst the staff, but it works really well.” Staff described management support for them to achieve a good work-life balance, and care and flexibility when health or family circumstances required it.

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 registered manager and leadership team were committed to ensuring people received a high level of care. There was a clear staff structure within the home and staff understood their roles and accountability according to seniority. There were systems in place to identify and manage current and future risks. Audits were carried out and any findings acted upon. For example, audits of care bell response times showed some calls were not answered within target times. The registered manager had already made plans to address this with staff. However, audits had not identified additional areas for improvement that we found including inconsistencies in the completion of care monitoring records and absence of sufficiently detailed guidance and information around people’s specific health conditions. Reporting any concerns or incidents to others was done via secure channels maintaining people’s confidentiality, and management and senior staff worked together to share these responsibilities. The provider maintained oversight of the service through their representatives who undertook periodical auditing and analysis of the service and provided information and guidance to support the registered manager.

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. Staff arranged support from partner services and continued people’s regular routine health checks, for example, with dentists, opticians and chiropodists The provider and registered manager had created links with the local community to enhance the lives of people living at the service. The service held events and invited the local community in to help forge links and raise awareness and understanding of the service.

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.

The provider and registered manager were committed to making their service as safe as possible and used systems effectively to improve people’s experience and outcomes. There was a commitment to learning and continuous improvement. The service regularly sought feedback from health and social care professionals, people, relatives and the staff team. A continual service improvement plan gave an oversight of actions and improvements that had been identified and when they were completed.