Cleveland View

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.

Staff and people felt there was a positive culture at the service. Communication channels between people, staff and management were open and effective. The registered manager was proud of how the staff team promoted the service’s values. When asked whether there was good staff morale, a staff member said, “This is a great place to work. Everyone is happy and I love my job. [Manager] is just fantastic.”

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 registered manager was knowledgeable and had good oversight of the service. Staff said the management team were supportive. When asked whether the registered manager was fair and approachable, all the staff we spoke to answered positively. A staff member wrote and told us, “[Manager] takes time to understand staff concerns, involve us in decisions where possible and follow up with actions. These help to create a positive respectful environment where staff feel valued and heard.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Policies and procedures were in place to make it easy for staff to speak up. All the staff we spoke to were aware of the process to raise problems and how to contact the provider if they needed to.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for staff who worked for them.

Staff had attended equality and diversity training. Staff meetings took place where everyone was encouraged to share their views.

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. Effective systems were in place to monitor and improve standards at the service. These included seeking feedback from people, relatives and staff and auditing care records.

The registered manager 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 and relatives told us how the home was part of the community. People regularly visited a dementia café. An organiser of the dementia café wrote, ‘The fortnightly Dementia café would not be the same without your lovely residents and staff. You can see they are really uplifted after enjoying the live music and lovely afternoon tea. Also, the young people have really enjoyed the inter-generational choir, visiting Cleveland View and the young people and your residents coming together in song, really makes their night.’

The registered manager 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.

Staff spoke positively about the support they received to grow in their roles. A staff member said, “[Manager] is so caring. She said to me, ‘If I don’t give you opportunity in this role how will you learn’.”