Hutton Manor 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 last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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.

People and their relatives had opportunities to give their views and opinions during meetings with staff and management. They were kept up to date with the events within the service through these 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 provider had processes in place such as team meetings which were facilitated regularly and involved staff in improvements they planned to make within the home.

Audits on quality of carewere conducted regularly, and appropriate action was taken in response to any concerns. The provider completed lessons learnt regarding information which had been picked up on assessment.

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

People told us they felt they would be able to speak up. Relatives echoed this. One person told us, “I am not sure, everyone is nice and I can speak to them all.” Another person told us, “I know [Name] I can talk to her if I need to, I know [Name] and can talk to her too.”

We reviewed complaints and found they were all investigated and closed in a timely manner. Appropriate action had been taken to aid learning and prevent re-occurrence. We found many compliments were sent through to the home from past and present people supported and relatives.

The provider had a Whistleblowing policy and procedure in place. Whistleblowing is the term used when staff pass on information concerning wrongdoing. There was a culture where staff felt safe and confident to raise concerns without fear of reprisal. However, some staff told us they would not always go to the senior on the floor. This was discussed with management at the time of inspection. The provider completed a risk assessment and staff meeting to look into this.

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.

Regular staff meetings were held with each of the staffing groups to share their views and experiences and for the registered manager to cascade information about things happening in the service.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

The provider’s quality assurance arrangements monitored the quality of care and people’s experience through its internal auditing processes. A wide range of audits and checks were carried out to monitor the quality and safety of the service and to identify how the service could be improved. These included areas such as risk assessments, care records, daily records, medicines charts and staff training to ensure they provided care and support to people to the required standard. However, areas identified during this inspection in relation to medicine management recording and staff not always feeling comfortable raising concerns or speaking openly with some senior members of the team had not always been picked up. Staff did however state they would not hesitate to contact the management team regarding safeguarding concerns. These shortfalls were acknowledged, and appropriate actions were taken to resolve and improve these straight away. The management team were transparent and open throughout the inspection.

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.

External professionals reported positive working relationships with the service, stating staff were approachable, knowledgeable and communicated clearly. Correspondence showed timely responses to requests from safeguarding, demonstrating openness and accountability.

The provider demonstrated a strong commitment to continuous learning, innovation and improvement across the service and within the wider health and social care system. Leaders encouraged staff to explore creative approaches that promoted equality of experience, positive outcomes and an improved quality of life for people. The service also contributed proactively to safe and effective practice, sharing learning and engaging with sector developments.

The manager kept themselves well informed of local guidance and best practice. They demonstrated a clear focus on ongoing improvement for people living at Hutton Manor and for the environment in which care was provided. Feedback from people using the service and their relatives was welcomed, and there was evidence the manager took meaningful action in response to comments and concerns to enhance quality.

The manager routinely reviewed incidents and accidents to identify patterns or emerging risks and used this analysis to reduce the likelihood of avoidable harm. For example, trends relating to falls were reviewed, and appropriate measures were put in place to mitigate future risks.