People in Action - Old Hinckley Road

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 inspection we rated this key question good. At this inspection the rating has remained 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 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.

The management team supported an open culture and had created a strong team ethos. Staff spoke positively about working at the service and felt well supported in their roles. One staff member told us, “It’s a great place to work, we all pull together to ensure the people living here are our priority.”

Processes to involve people and staff in developing the culture included seeking people's feedback through informal chats, meetings and questionnaires on the quality of care and service provided. Where suggestions were made, action was taken.

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.

People and relatives knew who the registered manager was and were confident to approach them. One person said, “I like to attend the residents’ meetings, most of the other people attend to. They ask if we are happy and we can talk about any changes we want.” Relatives told us they had a good relationship with the registered manager and staff team and were happy with the service provided to their loved ones. A relative said, “I would 100% recommend this service to others, no doubt about that.”

Staff understood their roles and responsibilities and told us they felt supported by the registered manager. One staff member said, “I get lots of support, the manager is very accommodating and helps me balance work with my home life.” Another staff member told us, “We work as a team the managers all muck in and wouldn’t ask anything of us, they wouldn’t do themselves.”

The registered manager told us, “I get lots of support from the wider management team, I’m very proud of the staff team, we all just want the best for the people we support."

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

Staff felt confident to raise any issues or concerns with the registered manager if needed. One staff member told us, “We can speak to any of the managers, and they would act on our concerns straight away. There’s also the on-call manager if needed too.”

The provider also held regular team meetings, where staff had the opportunity to raise concerns and offer suggestions. The registered manager understood the need to be open and honest when things went wrong in line with their responsibilities under the duty of candour.

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.

The registered manager demonstrated a commitment to fostering an inclusive workplace which respected, valued and protected all staff regardless of their background or identity, as required by the Equality Act 2010.

The management team promoted equality and inclusion in the workforce by supporting staff with flexible working requests to help them balance their home and work commitments.

Staff told us they felt included in decisions about the service and enjoyed working for the provider. One staff member told us, “I am very much involved in decisions about the service, everyone has a say.”

All staff had received equality and diversity training. The provider’s policies promoted equality and diversity, and a diverse staff team has been recruited to support people living at the service.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Effective systems and processes were in place to monitor the quality and safety of the service. This included audits of care records, staff competencies and checks on the environment to ensure people consistently received good care and achieved good outcomes.

The registered manager demonstrated a clear commitment to providing people with a good quality service and spoke passionately about ensuring people’s needs and aspirations were at the heart of the service.

The registered manager understood the regulations and their responsibilities. For example, they had informed us about important events within the service.

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.

Staff worked in partnership with health and social care professionals to ensure people had the best outcomes for their health and wellbeing. People confirmed this. One person said, “Yes, they (staff) look after me,” while nodding and giving us smile. Another person told us, “Staff look after me and help me with things."

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. They actively contributed to safe, effective practice and research.

Staff felt supported by the provider and spoke about opportunities available for their personal development. One staff member told us, “I felt my induction was good, everyone was so supportive, making sure I felt confident to do things before leaving me on my own.”

Opportunities to share good practice and learning was evident through their engagement and joint working with colleagues across services owned by the provider and a range of external organisations. For example, suggestions offered at a recent CQC inspection at another home had been implemented by the registered manager.

Staff recorded incidents and accidents. These were reviewed by the registered manager and action taken to prevent reoccurrence. Any lessons learnt were discussed in team meetings and shared across the wider organisation, when appropriate.