People in Action - 136 Manor Court 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 team ethos. Staff spoke positively about working at the service and felt well supported in their roles. One staff member told us, “I get supported, it’s a good service. We all do the best we can.” Another staff member said, “We all work together to make the place feel like a proper home for them.”

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 knew who the Registered manager was and were confident to approach them. During our visit we observed 1 person ask them for an update about their request to move dental surgeries, which the Registered manager responded to immediately.

Staff understood their roles and responsibilities and told us they felt supported by the Registered manager. One staff member said, “I love working here, the company are all about the customers (people living at the home).” Another staff member told us, “I can definitely go to the manager about anything, and I know they will help me sort things out.”

The Registered manager told us, “I have put together a ‘welfare drawer’ for staff with toiletries, razors and sanitary products to ensure they don’t go without and are comfortable when on shift, especially on sleep ins."

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 our manager, or the on-call manager, and they would act on our concerns immediately.”

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.

Staff told us they felt included in decisions about the service and enjoyed working for the provider. One staff member told us, “We are free to speak up, and I feel they do listen to us.” Another staff member said, “If there are any problems we all work together as a team to solve them.”

The Registered manager promoted equality and inclusion in the workforce by supporting staff with flexible working requests to help them manage any health conditions and balance their home and work commitments.

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 spoke passionately about the importance of “supporting people to live their best lives”, ensuring they had “opportunities to choose and participate in meaningful activities and learn new skills.”

The provider and Registered manager demonstrated an understanding of 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 giving us a big smile and thumbs up.

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 Registered manager and spoke positively about the values and culture of the service. One staff member told us, “I love spending time with people, finding out what their interests are. We get them doing things they’re interested in. We do this to the best of our abilities and within resources.” Another staff member said, “People are directly telling us 1 to 1, the point they want to get across. We really get to know the person and support them to make their own choices.”

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.