Scorton Care Village

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 and culture focused on delivering good quality care and improving people's experiences. Staff understood their roles and responsibilities and worked together to support people in a way that reflected their needs and preferences. Regular staff meetings were used to discuss operational matters, health and safety, lessons learned and service improvements, helping to promote a consistent approach across the service.
Long-serving staff described a positive culture and dedicated team working across the service. One senior member of staff told us they had “worked at the service for over six years and were very happy in their role.” Another member of staff described the service as a "great place to work" and said they “enjoyed supporting people.” During our assessment, we observed positive working relationships between staff, managers and people living at the service, which contributed to an open and supportive culture.
 

The provider had managers who understood the needs of the people using the service and the staff who supported them. The registered manager maintained a visible presence within the home and was actively involved in the day-to-day operation of the service, providing support to staff and demonstrating a good understanding of people's needs. Throughout the assessment, we observed positive interactions between managers, staff and people living at the service.
People, relatives, and staff spoke positively about the management team. One relative told us, "[Registered manager] is very approachable." A registered nurse described the manager as “personable and responsive,” while staff consistently told us they “felt supported in their roles.” During feedback discussions, managers were open to challenge, receptive to inspection findings and acted promptly where improvements were identified, demonstrating a commitment to maintaining and improving standards of care.
 

The provider fostered a positive culture where people, relatives and staff felt able to raise concerns and be listened to. Systems were in place to support speaking up, including complaints procedures, surveys, regular meetings, and whistleblowing processes. Records showed concerns and complaints were responded to and actions taken where improvements were identified.
People and relatives told us they knew who to speak to if they had a concern and were confident action would be taken. One person told us, “I think it's [registered manager] in charge and she would listen to a complaint." Staff also demonstrated confidence in raising concerns and told us they felt supported by leaders to speak openly about issues affecting people's care and wellbeing.
 

The provider valued diversity within its workforce and promoted an inclusive and respectful culture. Staff completed training in equality, diversity and inclusion and had access to policies which supported fair and equitable practice. The provider's Equality, Diversity, and Inclusion policy reflected the importance of treating people and staff with dignity and respect, regardless of their background or protected characteristics.
Staff spoke positively about working within the service and described a supportive environment. One registered nurse told us, “People are treated equally, individual preferences and required adjustments are recognised and recorded.” During our assessment, we observed positive working relationships between staff across the service and found people were supported in a way that respected their individual needs, wishes and circumstances.
 

The provider did not always have effective governance systems to identify and address issues in a timely manner. During our assessment, we identified inconsistencies within some care records, including aspects of end-of-life documentation, consent records, and Mental Capacity Act documentation. We also identified environmental issues requiring further action, including flooring repairs and replacement of shower equipment. These areas had not always been identified, reviewed, or fully addressed through existing oversight processes prior to the assessment.
The provider had a programme of audits covering areas including accidents and incidents, medicines, infection prevention and control, health and safety, care planning, and the environment. Where improvements were identified, actions were recorded and monitored through service improvement plans. Leaders responded positively to feedback during the assessment and provided evidence of actions taken or planned. The provider maintained a service-wide action plan and demonstrated a commitment to improving governance arrangements and ensuring greater consistency across the service.
 

The provider understood the importance of working in partnership with others to enhance people's quality of life and wellbeing. Relationships had been established with healthcare professionals, relatives, and community organisations to support people to receive coordinated care and maintain connections that were important to them. The service worked with external partners to support activities, healthcare provision, and community involvement.
People were supported to remain connected with family, friends, and their local community. Activities staff described how they tailored activities to meet the needs of different groups of people within the home and were preparing for a summer fete linked to a local village event. Relatives told us they were able to visit without restriction and were kept informed about important changes affecting their family members. Staff and healthcare professionals also described “positive working relationships which helped ensure people received joined-up care and support.”
 

The provider focused on continuous learning and improvement to help maintain good quality care. A range of audits and monitoring systems were used to review performance across the service, including accidents and incidents, medicines, infection prevention and control, care planning, and staffing. Audit findings were analysed to identify trends, lessons learned and areas for improvement, with actions monitored through service improvement plans.
Learning was shared across the service to support improvements in practice. Records showed accident and incident analysis was reviewed for themes and trends, with outcomes discussed through staff meetings and governance processes. The provider also maintained a comprehensive action plan to monitor improvements across key areas of the service. These systems helped ensure learning was embedded into practice and supported the continued development of the service.