Barnet Supported Living Service

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 good. At this assessment 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.

An open and honest culture had been created, where staff, people and relatives were encouraged to speak up and express their views and opinions. The management team focused on providing person-centred care which met people’s individual needs. The staff knew each person well and were in regular contact with them to ensure the service continued to meet their needs.

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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.

The current manager was in the process of being registered with the Care Quality commission. They knew the people using the service and staff well, as they had previously worked at another location managed by the same provider. There was clear management, leadership and oversight of the service. Staff understood their role and responsibilities. Comments from people included “I have spoken to them quite a bit, it’s well managed. I’ve got faith in them.” And “She always looks healthy, clean and tidy. Her room is always lovely; she’s got pictures and what she wants in there. She’s getting on fine and we visit often with no problem; she doesn’t let us stay too long. She always wants to go home when she visits us here. I’d highly recommend the team and service.”

The provider’s systems showed clear responsibilities, roles, systems of accountability and good governance. The management team 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. The management team completed daily audits and checks effectively. There was effective use of data to produce reports. This included analysis of information to review people’s care and identify themes, trends, or areas for improvement.

The provider had developed good links and worked closely with health professionals and the local authority to ensure seamless care for people. The provider understood their duty to collaborate and work in partnership with other professionals and people involved in people’s care, so services worked seamlessly for people. They shared information and learning with partners and collaborated to ensure people received better outcomes. People had access to local clinical services to help ensure they had the right care to meet their needs.

The provider focused on continuous learning, innovation and improvement across the organisation and local systems. 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. There were regular staff meetings where the manager provided feedback about care and support and areas for additional improvement and focus to ensure care was maintained at a good standard.

The provider engaged in a number of schemes with external partners to enhance learning and innovative practices. This included engaging in match making and innovation fund. Also, they nominated staff for a number of national care and volunteer awards and had plans in place to introduce coaching for staff to enhance their practice.