Chaseley

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

The service had made improvements and are no longer in breach of the regulations. The provider had improved their quality monitoring systems to help them identify any shortfalls in the management of people’s care and the running of the service. There was a positive and open culture. The provider used feedback from people, staff and other professionals to drive improvement. Staff praised the managers and told us they were approachable and listened to their views. Staff were open and honest with people and their relatives when people when things went wrong. Staff were encouraged to reflect and consider any learnings after any incidents to help prevent further incidents. The equality and diversity of people and staff was respected and promoted.

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.

Feedback from managers confirmed staff understood a shared vision and strategy which had been developed through a structured planning process in collaboration with people who used the service, staff and external partners. A manager described the culture and the ethos of the service as being, “We treat people and staff fairly across the board. We want to support people in a great way. We want to make people feel valued, that they are important, that their life matters. We celebrate their successes.” Staff understood the vision and values of the service and they felt fully involved in decisions about the service. Staff described a positive culture and good morale across the whole team. Staff told us they felt empowered to share their views and opinions with managers at all levels. Staff also confirmed they attended regular team meetings and took an active part in them.

Processes were in place to help staff and leaders demonstrate a positive, compassionate, listening culture, focused on learning and improvement. These included the use of regular meetings to discuss any shortfalls in the safety and quality of the service, to help further enhance the positive experience of care and support people received. Policies were in place to help ensure equality and diversity were promoted. We saw how people’s protected characteristics were valued and did not act as a barrier to the accessing care and support they needed. The values of the provider were formalised and displayed around the service for people and staff to see.

Feedback from managers confirmed the organisational vision was understood and delivered by staff and managers were visible. The registered manager told us, “We look after a unique group of individuals. We bring them together with a unique group of staff. We have very caring staff with the best values.” Staff described managers as approachable, fair and supportive. One member of staff said, “The managers are very visible, they are always checking in with us and making sure we’re supported. They are respected, it helps drive good standards.” Staff told us about there were opportunities to progress within their role and how managers supported them to work flexibly around any personal circumstances they had.

Processes were in place to recognise and reward positive staff practices, which evidenced leaders were compassionate and inclusive. The management team were visible throughout the service and adopted a hands-on approach to the care and support of the people. This helped instil a positive culture which was adopted and practised by staff. Such practices helped to ensure staff were well supported and this helped with staff retention.

Managers promoted a culture of speaking up in the home. The registered manager told us, “We have a no blame culture, we want staff to speak up and tell us their ideas or concerns. My door is always open.” Staff felt able to feed back their views in various formats such as written surveys and face to face meetings.

Processes were in place to help ensure concerns were raised and that leaders investigated appropriately. Lessons were shared and acted on. The managers were aware of their responsibilities under their duty of candour, meaning that when something went wrong, people received a timely apology, and actions were taken to prevent the same happening again.

Feedback from managers confirmed action was taken to help prevent any disparities in the experience of staff with protected equality characteristics. Staff told us they were treated fairly and were confident their feedback was used to make positive changes to the service.

Processes were in place which helped to protect the rights of staff under the Equality Act. Risk assessments and any reasonable adjustment measures were utilised if required. This helped to create a more equitable and inclusive organisation. There was a multi-faith room onsite for people and staff to worship if they wished.

Feedback from staff and leaders confirmed information was used effectively to monitor and help further improve the quality of care. The registered manager explained that in addition to their own checks and audits, they also reported to the provider to help ensure the best possible standards for people were being met. The registered manager told us, “We don’t like getting things wrong, but when we do, we learn from it. We follow up and raise it in a way that we can learn and improve.” Staff said they were made aware of any areas that needed improving and guidance on how they could contribute. Staff understood their role and responsibilities and the management structure. Staff knew of their responsibilities for ensuring people's records were well maintained and stored securely.

There were effective systems for monitoring and improving the quality of the service. These included a range of audits and checks. The provider had created and followed action plans, working with others when needed, when areas for improvement were identified. People using the service and other stakeholders were able to share their views on the service through meetings, surveys and informal information sharing. Records were clear and well maintained. Policy and procedure documentation was relevant, up to date and accessible.

People told us staff supported them to access the community including services they used to support their health and well-being. One person told us, “I go out to dinner with my partner.”

Feedback from staff and leaders confirmed they were open and transparent, and collaborated with relevant external stakeholders and agencies. The registered manager explained how people had built up positive relationships in their local community which helped aid people’s independence. They told us, about events they organised, such as a regular disco at the service for people and the local community to attend. The registered manager said, “The wellbeing team do excellent work for people’s social needs.” Staff told us they supported people to access the facilities in the local community such as shops, cinemas, cafes and pubs.

Feedback from partners confirmed managers collaborated with all relevant external stakeholders and agencies to support care provision and joined-up care for people. One external professional told us, “I contact Chaseley on a weekly basis, but they have two medical officers who will be contacting them Monday to Friday. Staff raise all the issues with the medical officers in a timely manner and act upon their recommendations.” Another professional added, “Chaseley is well managed. Staff get adequate training and support to meet the residents needs and they seem confident and competent in their job role.”

Processes were in place to help people receive the best possible outcome with regards to their care and support. People’s care and support records evidenced how staff worked with external partners to help ensure people received the right care and support to meet their needs in a holistic way. To assist with people’s interests and wellbeing, the service connected with local organisations, such as the local college for pottery classes, and they also held a regular disco at the service for people to attend. The service also engaged with the local community through volunteers and fundraising initiatives.

Feedback from staff managers confirmed they had a good understanding of how to make improvements happen for people and how to learn from this. The registered manager explained how people would be involved in a share learning approach, for example, to reflect on and discuss any incidents they may have been involved in. Staff told us there were involved in discussions which focused on learning and improvements, such as in people’s rehabilitation plans. A member of staff told us, “We’re learning all the time, for example about what skills people have and how we can improve them in their day to day lives.”

Processes were in place to help to ensure learning happened when things went wrong. Regular staff meetings and handovers were used to communicate important information about people and to discuss and explore any recent incidents. These meetings were also used as opportunities to learn and to consistently improve practice. Staff were supported to develop their skills around improvement and innovation and could request additional training for topics they had an interest in or felt they required to help better meet the needs of people. Staff were encouraged to speak up at any time with ideas for improvement and innovation. The provider fostered strong external relationships to help support improvement and innovation. For example, the provider worked closely with professionals who were pivotal to people’s care, such as designated nurses and social workers. This collaborative working helped achieve the best possible outcomes for people.