18 Holt Coppice

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.

This is the first assessment for this service since it was registered in February 2022. This key question has been rated 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.

Staff spoke positively about the culture of the service and felt supported by management. There was a shared commitment to delivering safe, high-quality care. Staff understood their roles and worked collaboratively to achieve positive outcomes for people using the service. A member of staff said, “We have great teamwork and we all want the best for the people we support.”
 

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 provider and registered manager were visible and approachable. Staff felt supported and spoke positively about the management of the service. A member of staff said, “I feel really valued. My manager supports me and I feel confident that I can call my manager at any time and they are always supportive.” The registered manager was knowledgeable about issues and priorities for the service and of the people they supported. They understood their responsibilities and were supported by the provider enabling them to deliver good and effective care.
 

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

The provider and registered manager promoted an open and inclusive culture where staff could speak up, share feedback and discuss concerns without fear of repercussions. A member of staff told us, “My views are sought through supervision, appraisals, team meetings, staff surveys, training feedback and informal discussions. I am encouraged to raise concerns, suggest improvements and contribute to reviews of care practices and workplace policies. I am currently the Speak Up Champion for the provider, Eden Housing Support Ltd.” Staff were aware of and understood the provider’s policy on whistleblowing. Whistleblowing is a law that protects staff from being treated unfairly by their employer if they have raised genuine concerns about a person’s care.
 

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 and respected. Equality, diversity and inclusion were reflected in the service's culture and ways of working. Where required, reasonable adjustments had been made to support staff to carry out their role effectively. For example, a staff member was supported by ensuring their visits were less demanding physically.

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.

There was a clear management and staff structure where staff were aware of their roles and responsibilities and put these into practice. The provider ensured they had a good oversight of the service as they worked closely with the registered manager and supported the service. There were audits and checks in place which were effective in identifying shortfalls and driving improvements. A programme of scheduled and responsive audits, alongside observations, spot checks and supervision, promoted best practice and continuous improvement. The provider had a well-structured business continuity plan ensuring that clear procedures were in place to maintain service continuity during unexpected disruptions such as IT failures and severe adverse weather conditions. This included prioritising people’s care provision during emergency situations to ensure people most at risk received care and support.
 

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.

Relatives told us they were updated about any changes to their loved one’s health needs and any incidents which occurred. A relative said, “They [staff] will always let me know if there are any worries.” Another relative told us, “The staff talk to us and keep us informed and we can contact them whenever we need to.” Staff recorded any contact with health and social care professionals in people’s care plans, and we saw care plans were updated to reflect any recommendations made. A member of staff told us, “I work closely with managers, GPs, community nurses, social workers and other healthcare professionals. I share relevant information, follow professional advice and communicate any concerns promptly so people receive the best possible support.”
 

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.

There were systems in place to learn from accidents and incidents. Staff told us if things went wrong, the issues were discussed during team meetings and individual support and supervisions. Staff told us their views and ideas were encouraged and listened to. The service promoted learning and development to all staff and ensured they were kept up to date with all relevant changes. The registered manager regularly attended forums with other services which provided opportunities for learning and sharing best practice. The service actively sought the views of people and staff through regular surveys. Feedback was reviewed by management and used to identify areas of good practice and opportunities for improvement. The results of a recent survey had been very positive.