St Giles Charity Estates

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.

The registered manager and staff understood the provider’s vision and values, which focused on delivering good quality care. These were supported by clear policies and procedures.

During our assessment, we found an open and inclusive culture that promoted person-centred care. Managers were responsive to feedback and focused on improving the quality of support, keeping people at the centre of the service.

The provider encouraged reflective learning and continuous improvement. Communication systems were effective, with information shared promptly through daily handovers, staff meetings and updates recorded on the electronic care system.

The registered manager also held individual and team meetings, giving staff opportunities to raise concerns and share their views and ideas.

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.

The registered manager understood their legal responsibilities, kept up to date with changes in guidance and notified CQC when required. The provider-maintained oversight of the service through regular visits and audits. One person told us, “I would go to (named the manager), she is very approachable.”

People and staff said the trustees visited every week and spoke with both people using the service and staff. One person said, “They are very on the ball. Last year we had all new carpets and the conservatory done.”

Staff spoke positively about the leadership. One staff member said, “The manager is very approachable and supportive, and she always finds time to listen to us.” People and most relatives we spoke with were also positive about how the service was managed.

The registered manager responded quickly to feedback during our visit and took action where needed. The provider and registered manager were experienced and knowledgeable and showed a clear commitment to providing a welcoming home.

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

People and their relatives had opportunities to share their views, for example during care reviews and individual meetings. Staff were also able to speak up through supervision sessions and staff meetings. They understood what whistleblowing meant and knew how to raise concerns anonymously if they wished.

The registered manager told us they had an open-door policy and welcomed feedback. Records of management meetings showed that concerns raised by staff were discussed and acted upon. Staff said they were encouraged to share ideas and suggest improvements. They were also aware they could access a confidential employee assistance helpline at any time.

One person told us, “[Name], one of the trustees, visits regularly and always speak with staff and people using the service to see how things are going.”

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.

Management promoted equality, diversity and inclusion within the staff team. Staff told us they felt respected and treated fairly, regardless of their role or background. Flexible working arrangements were available where needed, showing that reasonable adjustments were made to support staff.

The staff team came from a range of different backgrounds, bringing varied skills and experience that added value to the service. Staff spoke positively about the training and support they received, as well as feedback on their performance. They felt they had equal opportunities to develop and progress in their careers.

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.

The provider had a yearly schedule of governance audits and showed a clear commitment to good oversight of the service. Trustees visited the home regularly to carry out walkarounds and audits. During these visits, they spoke with staff and people using the service. Their findings were discussed with the registered manager. Where actions were identified, the manager addressed them and the trustees followed up on progress at their next visit.

The audits we reviewed showed that standards were generally being met, and any issues found were acted on. The provider also had an up-to-date contingency plan for emergencies, including arrangements for evacuation, which was reviewed regularly.

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 worked in partnership with the local community and other services to support people’s wellbeing.

The home worked closely with health and social care professionals to make sure people’s needs were met. Visiting professionals, including the GP and phlebotomist, described the service as well organised and praised the communication from staff. During our visit, we saw professionals being warmly welcomed, which helped build positive working relationships.

The most recent local authority quality monitoring report was positive. The registered manager confirmed that any recommendations made had been acted upon. This showed the service was responsive and willing to work collaboratively to improve care.

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 provider showed they understood best practice guidance and had systems in place to learn from incidents, audits and feedback.

The registered manager explained how they kept their knowledge up to date, including attending local authority forums and being a member of the Northamptonshire Association of CQC Registered Care Providers (NORARCH) and local Registered manager’s network. This supported shared learning and awareness of current issues in the sector.

The provider, managers and staff understood the importance of learning from incidents and feedback. They used this as an opportunity to improve the service and enhance people’s quality of life.