Darnall View Residential Home

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 79 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.The management team led by example and clearly communicated with people, relatives, staff and other stakeholders and welcomed their feedback. Staff and leaders provided a service which was homely and supported people with compassion and respect. The provider said, “Our values are to listen to our residents and to focus on them as an individual and that they are living in the moment. We ensure people are living the life they would choose and for carers to ensure they deliver care as they would want their family members to receive it.”

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. Leaders were passionate about providing good quality care which focused on positive outcomes for people. Leaders guided staff to be driven by the same standards. Staff told us leaders were approachable and supportive. One staff member said, “The manager is always helpful and approachable.” Another staff member said, “I feel I am able to make suggestions, and the manager listens and provides feedback.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff had access to a whistleblowing policy and felt able to raise concerns if they needed to. Staff told us the management team would take swift action to ensure concerns were addressed.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them. The provider adhered to the FREDA principles (Fairness, Respect, Equality, Dignity, and Autonomy) in their treatment of employees. The provider fostered an inclusive and fair workplace by implementing policies which promoted equality and respect among staff members. Staff were supported to carry out training which enhanced their development and knowledge and gave them the skills and confidence to meet people’s individual needs in a person-centred way. The provider acknowledged staff holidays when off-duty rotas were completed, and they considered the varied needs of the workforce. The provider also tried to ensure staff teams on duty were of a mixed skill base and an equal gender breakdown, so people had the option of whether a male of female carer supported them wherever possible.

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. Robust systems were in place to support the management team to have oversight of the quality of care. The management team carried out routine audits to ensure issues were promptly identified and actions taken to improve the service. The management team were aware of their responsibility to be open and honest when things went wrong.

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 key organisations to provide consistent care and to improve people's experiences, health, and wellbeing.Care records showed professional guidance was documented, applied and kept under review. One external professional said, “Darnall View collaborate and work in partnership. They share information and learning with partners and collaborate to improve.”

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. The management team and provider were committed to being open and honest if anything went wrong and learning from any incidents or complaints. All staff told us they were confident the registered manager and provider would act on any concerns they raised.