Yews Hill / North Rise

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.

There was a welcoming, open and positive culture at the service. The registered manager and staff had a shared focus in relation to providing high quality person-centred care that positively impacted people’s lives and met their needs. Staff valued the people living at the service and gave positive feedback about their role in supporting them. Comments included, “I love working here, helping people. It's rewarding” and “I love it here. I love the clients. There are many special moments with people. The clients also remember our birthdays they make you a nice card, those moments are priceless.”

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.

There was an inclusive approach to care at the service whereby people were always put first. The registered manager was skilled and knowledgeable, providing effective leadership and directly supporting people living at the service. People and relatives knew the registered manager and gave consistently positive feedback about their role and support. Feedback included, “The manager is approachable and I have great faith in her”, “Management is fantastic. I can't fault anyone in that home”, “I can approach the manager she is lovely” and “The manager is very good and approachable.”

Staff felt supported in their role and gave positive feedback about the registered manager. Comments included, “Oh [the registered manager] is very nice, friendly, she is leading well. She is compassionate”, “[The registered manager] is really good. [They are] a breath of fresh air,” and “[The registered manager] is friendly, open and honest.”

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

Staff felt able to speak up and discuss concerns and ideas with the registered manager. Feedback included, “I can raise concerns [with the registered manager]. I have done. She listens and takes action”, “I can go to the manager any time,” and “I can actually talk to [the registered manager].”

People and relatives had built positive relationships with the registered manager. They told us they could discuss things and felt comfortable raising concerns. Comments included, “I feel like I can speak to [the registered manager]. She is approachable. I feel she would help me sort a problem. I am confident in talking to her” and “The manager is approachable and so are the staff. They communicate with me well.”

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.

The provider employed a diverse workforce from varying backgrounds and cultures. Staff consistently told us they felt they were treated equally and fairly, speaking positively about their role and employment. Feedback included, “We are treated very equally and fairly”, “They don’t treat me any different to anyone else working here. I am treated the same, equally” and “We are all treated fairly.”

The provider supported flexible working and was able to make reasonable adjustments for staff when needed.

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.

Quality assurance systems and processes were in place and operated effectively to ensure monitoring and service improvement. The registered manager maintained good oversight of the service and was committed to the provision of high-quality care. They took prompt action to address medicine management concerns identified during the assessment.

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 registered manager worked collaboratively with other agencies, such as the local authority, to support safe care, learning and quality improvement. When required, information was shared with partner agencies in a timely manner.

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.

The registered manager was committed to ongoing learning and service development to positively impact quality of care provision and outcomes for people using the service. Lessons learnt were communicated with the staff team and used to make positive changes.