Canal Vue

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

There was inclusive and positive culture at the home. Staff and management worked well together and had mutual respect. Leaders proactively supported staff and collaborated with partners to deliver care that is safe, integrated, person-centred and sustainable, and to reduce inequalities. Mostly, governance and management systems were effective, however there were some areas for improvements which leader were aware of and worked towards addressing. Staff were encouraged to speak up and raise any concern.

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.

Leaders were proud of recent improvements at the service, including the reduced use of agency staff and driving recruitment. They evidence the positive impact on people and staff by ensuring consistent care delivery. Leaders had communication systems to ensure all staff were aware of what was happening.

The provider had a clear vision to provide a high-quality responsive service that met people’s needs and wishes. The provider had a key focus on the involvement of people and their representatives. Leaders were proud of some key changes at the home since the new ownership. For example, the home was being provided with a minibus and a driver was being recruited to enable people better access to the community.

The registered manager felt well supported by the senior leadership team. Leaders felt supported with their development and were given opportunities to learn and grow. Leaders understood their regulatory responsibilities.

The registered manager had been in post for several months prior to our assessment and was registered with the Care Quality Commission (CQC). Leaders understood the home and the people who lived there.

Staff had opportunities for their voices to be head via regular meetings, surveys, and clinical supervisions. Leaders had an open-door policy to ensure that people can approach them. Senior leaders visited the service regularly to meet with people and staff. Leaders understood their responsibility of duty of candour and were willing to give people a sincere and timely apology when things went wrong. Staff felt confident to speak up and raise any concerns or examples of poor practise with the management. Staff trusted leaders would investigate any concerns sensitively and confidentially.

The whistle blowing policy guided staff on how to speak up. The provider actively promoted staff to raise any concerns. The provider held regular meetings with staff, giving them the opportunity to raise any issues. Staff were given supervisions frequently, should they not feel able to speak up within a group setting. Leaders promoted openness and transparency within the home. There was a duty of candour policy in place.

Leaders provided support to staff to ensure there was equality, diversity, and inclusion. For example, where reasonable adjustments were made to enable staff to conduct their role and holding culture days at the home.

The provider made reasonable adjustments to enable staff to carry out their role. The provider had a policy on equality and diversity. This showed the provider was committed to equal opportunities in employment.

Leaders had systems to ensure good management and oversight. They were aware of some improvements which were still required. For example, ensuring all appropriate actions were outlined and monitored for compliance and improving how people’s daily care was recorded.

Governance systems ensured risks to people were mitigated. Workforce planning tool was used to ensure safe staffing levels.

People spoke positively about how staff worked in partnership with other health care professionals in their best interest.

Leaders worked in partnership with external agencies to drive safe and effective care for people. Staff organised different community engagement activities. For example, celebrating ‘victory in Europe day’ (VE Day) where the community were welcomed to the home.

Partner agencies shared positive feedback about how staff worked with them in a way that was open and transparent and as a result care provided to people were well co-ordinated.

The provider worked effectively with healthcare professionals to ensure people had the best outcomes. The provider had activities and events which involved the local community and promoted community engagement. Plans were in place to further drive this.

Leaders understood the importance of ensuring that learning happens when things go wrong. They encouraged staff to speak up with ideas for improvement and innovation. Staff told us they had good training and development opportunities.

The service had strong external relationships that supported improvement and innovation to drive learning and improvements. Service action plans were regularly reviewed and updated. Lessons were learnt from incidents and accidents. Leaders acknowledged they needed to improve the sharing of feedback to staff and had plans in place to address this. There was a culture of encouraging staff to speak up with ideas for improvement and innovation.