Endurance Kent- Broadstairs

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.

The registered manager had oversight of the service and monitored the quality. Staff were confident to speak up and concerns would be dealt with.

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 understood the aims of the service, “Support independence, support people to make decisions and live a fulfilling life” and “Live their best possible lives.” Staff explained how they worked to meet the aims including supporting people to make decisions and to do as much as possible such go on holidays.

The providers values underpin all aspects of the service, it was discussed at staff supervisions and how staff demonstrated the values in their work.

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. Staff told us they felt supported by the management team. There were regular staff meetings, where any concerns were discussed and senior management attended if requested.

Staff told us their continued development was supported, and they knew they had a career path. The provider identified the skills staff needed to support people and made sure they were offered this training.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider has ‘Speak Up Guardians’ in place, to support staff to raise concerns outside of the service.

Staff told us they felt listened to by the management team and they operated an ‘open door’ policy. Staff were confident any concerns they had would be dealt with appropriately. Staff knew how to raise concerns with outside agencies if needed. Staff told us when they had raised concerns, “They were dealt with professionally.”

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. There were policies in place to promote equality, diversity and inclusion. Staff thought they were treated equally, and their cultural heritage was embraced. Staff told us, “Staff from different backgrounds bring different experiences”. There was a Nigerian evening recently for all staff in Kent. Staff told us there were no barriers because of age, “I feel my experience is valued and there are opportunities for development if I want them.”

The provider had clear responsibilities, roles, systems of accountability and good governance. There were effective processes in place to monitor the quality of the service. The registered manager completed audits on all areas of the service. Monthly audits were completed on support plans, medicines, compliance and people’s finance. When shortfalls were found an action plan was developed, including who was responsible and the date the action needed to be completed by. Staff updated the action plan when they completed an action.

Staff understood their responsibilities and roles. There was a clear staff structure and staff we spoke with knew who they were accountable to and their role in supporting people.

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. The provider was a member of local forums and shaping the future groups. The managers of all their services had access to Skills for Care and the latest information and guidance.

Staff had worked with community services such as dentists, opticians and GPs to make them accessible for people living with a learning disability.

The provider 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. The provider supported a proactive system to learn from incidents across all their services and were open to staff raising concerns.

The registered manager kept up to date with any changes in the social care environment and used this information to encourage change and improvement for people being supported by the service.