Chantry

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.

This service scored 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People were supported by staff and leaders who had shared values and promoted transparency and learning.

People, staff and relatives commented on the positive changes in management structures. One staff said of the manager, “They are always available and positive.” Another said, “I can talk to them [manager and area manager] and share ideas.” A relative told us, the managers were open about things when they go wrong and explain how they are going to put them right.

Systems and processes including meetings and staff supervisions promoted a listening culture and equality, and diversity were recognised and supported.

People benefited from the support of leaders who were visible in the service and modelled inclusive behaviours. Staff told us they were able to talk with the provider and managers when they needed too. We saw managers leading by example and saw friendly and familiar interactions between managers and staff. Managers and staff were clear about their duty of candour, to be transparent and open when things go wrong.

The manager and provider understood their responsibilities in relation to their registration with CQC.

The provider had invested in learning opportunities for the managers, and this had a direct and positive effect on the service delivery.

People and staff told us they had the freedom to say what they thought and be heard. Staff were proud of the service. Staff said they felt able to raise anything with the provider and felt they would be listened to. One staff member said, “I feel safe to speak up. The manager is very approachable.” Another said, “[Name of manager] is always around and not in the office, she is very positive.”

The management team ensured everyone was treated fairly and were not discriminated against due to any protected characteristics. The manager told us, “At Chantry there is a wide range of different backgrounds and when I am in the home, I can see that everyone is treated fairly and able to talk when they need to.” There were processes in place to support staff to speak up, such as a whistle blowing policy and information containing contact details of the local authority and CQC. Staff confirmed they had access to the information.

There was an easy-to-follow complaints process on the hallway wall at wheelchair height and some people were able to use without staff support. There were anonymous surveys and regular contact with families.

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.

Staff said they enjoyed working at Chantry. Staff said they had felt welcomed into the home and were given enough information and training to enable them to undertake their roles. One staff member told us, “I get so much help from the managers. It has improved a lot in the last few months.”

The service was fully staffed. The duty roster showed staff working various hours indicating flexible working, as far as is practical within a service needing to provide round the clock cover. Staff received regular face to face supervisions and staff confirmed this was the case. Supervisions provided an opportunity for staff to discuss any concerns or thoughts related to career progression. Staff told us they valued the time they had to have staff meetings and one to one supervision. Staff came from diverse backgrounds, and they told us their different cultural needs were respected.

The provider had clear responsibilities, roles, systems of accountability and good governance.

However, the systems had not always been robust enough to raise awareness with the provider when there were issues within the service. For example, people’s personal information was displayed in shared spaces. We raised this with the manager, and they were removed to people’s own rooms. However, this should have been something a provider ‘walk around’ audit should have identified. Competency checks in safe people moving practice had recently been put in and this was seen as welcome. Staff competence in other areas of practice was not formally assessed, managers understood this should be reviewed and consideration given to how staff’s understanding of more bespoke training is assessed.

There was now a more robust approach to quality assurance and governance systems which had been used effectively to improve and consistently develop the service. The provider acknowledged there was still work to do to embed these practices, and to ensure all staff were confident and competent.

The management team worked together to ensure there was oversight and effective governance at the service. There were computerised systems and processes to assess, monitor and improve the quality and safety of the service provided. This included health and safety, accidents, incidents, complaints, medication management and staff documentation.

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.

Not everyone was able to share their experiences, but those that could told us, staff helped them to get out, have health appointments and meet family and friends.

We saw people going out for a walk and for coffee. Relatives told us their loved ones led active lives supported by staff and they were involved in the choices of activities offered. We were also told by relatives that their loved ones had appropriate referrals to other health and social care professionals when required.

The manager told us how they worked with other healthcare professionals to ensure continuity of care. Health and social care professionals visited the home regularly.

People received ongoing support from various external health and social care professionals who represented them. Staff and leaders understood their responsibilities to work in partnerships with external care professionals to ensure people received joined up care.

There was evidence in the support plans and daily notes the provider had liaised with various health professionals to ensure safe care and treatment for people living in the service. Staff and relatives were clear this was an area which had seen positive improvements in recent months.

The provider had not always focused on continuous learning, innovation and improvement across the organisation and local system. Staff and relatives told us there had been more training and a new manager had put in place more consistent team meetings and oversight of incidents. Actions from incidents included more managers out of hours checks on the welfare of people and staff. The changes were embedding, however relatives said they needed more time to see consistency.

Relatives told us this was an improving picture and communication, and collaboration had improved in recent months. Some things still needed work, and they included being kept up to date with staff changes. One relative told us they welcomed the new newsletter which had recently been produced.

The provider had, following the safeguarding and practice concerns, changed some of its systems and practices because of the lessons learnt from working with the local authority and health professionals. These included additional or refresher training for staff in Dysphagia and Safer People Handling and putting in place practice competency checks for staff when carrying out people moving duties. Improving staff training about positive behaviour support to enhance staff understanding around why people may become distressed and how to support them better.