California House

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 82 (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 CEO, quality lead, registered manager and team leaders consistently described the culture as a home from home, where people were supported to live their best lives and there was a team togetherness. This was echoed by staff who described the home as, “a family” and where people come first.

This positive and inclusive culture was observed during the visit. Staff and people were happy, comfortable in each other’s company, shared time together and there was a warmth of interaction.

One person welcomed the registered manager back from leave with a warm embrace and shared the cakes they had baked for the occasion. This impromptu celebration, which was enjoyed by everyone, demonstrated the strength of relationships and bonds between people in the home.

Staff were passionate about their work, described how they always endeavoured to work to the highest standards and wanted the best outcomes for people. There was a strong emphasis on promoting independence, dignity and person-centred care. Staff strongly advocated for those they cared for.

The ‘Because I Care’ initiative was embedded across the service. This highlighted the culture in action, with real-time examples of how staff had worked together to make a difference to the lives of the people they cared for and their families.

One staff member told us, “This is an amazing place to work, we are an amazing team, and we care for amazing people.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

Staff told us about the support they had received from the senior management team (SMT). One commented how they would not have been able to return to work so soon, or at all, if it hadn’t been for their kindness and support. Another told us, the support they received during an interim position was “phenomenal.”

Leaders recognised their role in leading the service. However, they emphasised their priority was to care for people.

The registered manager told us, “We are a home for people, a familiar place for people, we are not a hierarchy, we all work together for each other and those we care for.”

Managers were proud of their staff and, “the incredible work they do.”

Staff described the leaders as ‘approachable, personable, positive and supportive.’ They added how they were always on hand, willing to listen, guide and how they bring a sense of calm to matters. Staff felt listened to, involved and part of the service.

A healthcare professional told us the service was, “Very well led.”

A relative commented about the service and said, “Managers and team leaders are lovely. I can ring them at any time. They know how to handle every situation. If I could score them, it would be a 10.”

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

Managers welcomed feedback and input from staff and there was a ‘no-blame’ culture which gave staff confidence to be open and honest. Staff were actively encouraged and empowered to speak up about all aspects of the service, their role and the care and support people received.

Staff told us they would have no hesitation about approaching managers and were confident any issues would be listened to and actions taken.

Staff described how processes were in place to enable them to share their success, challenges, views and opinions. Where concerns arose, there was a supportive backdrop which allowed staff to share their feelings through an effective de-briefing process.

The provider had staff surveys, feedback mechanisms, regular meetings and the ‘Because I Care’ initiative to give effect to the voice of the staff.

Information about raising concerns and whistleblowing were available in organisational policies and accessible to staff.

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 completed training in key areas such as equality, diversity and inclusion, racism, autism, LGBTQ+, positive behavioural support and deescalation to ensure they had the skills and confidence to support one another and to meet people’s diverse needs.

Staff were valued, respected one another and there was an abundance of resource available to support their wellbeing in and out of work.

The provider celebrated local, national and international events and campaigns to raise awareness of the value of people, families and carers with diverse needs.

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 an audit framework which provided assurances at all levels through management scrutiny, quality lead review and team leader checks. Audits were risk-focused and varied in accordance with the people using the service. This allowed the provider to be flexible, whilst also being able to focus on key areas for people in the home at any given time.

The provider also undertook a detailed analysis of feedback received from care surveys which recorded people’s experience and feedback from partners.

Governance related issues were discussed at team and quality meetings. Actions from audits, reviews and spot-checks were highlighted on the organisational action plan and the service quality improvement plan for progress monitoring and completion.

All staff understood the ‘Right support, right care, right culture’ principles to ensure best outcomes for people and this was evident in care observations.

The provider had a business continuity plan which provided clear guidance and direction to staff of actions to be taken in the event of an untoward event or emergency which may disrupt the safe running, continuity or sustainability of the service.

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 service had professional links with healthcare colleagues, specialist practitioners, social workers and other external agencies to reinforce best practices and joined-up care systems.

The service was an active community partner with links to day services, community groups and support services for vulnerable people.

Staff were involved in the community ‘give-a-day’ events where they were encouraged and supported to give up their time and volunteer in community initiatives. The service had also benefitted from the initiative through tradespersons coming into the home to undertake decorative improvements.

People also took pride in their local community and were involved in litter-picking, recycling projects and community support groups. One person used his skills to act as a translator and as an ambassador for vulnerable people receiving care and support in the community.

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.

Governance and assurance processes, feedback systems and staff forums provided opportunities for learning and improvement to be shared, discussed and new ideas to be developed. Staff described a learning culture where they were continually looking for new and innovative ways to drive improvements in the service. A staff member told us, “We can always improve.”

Staff ordered a personal tablet device, obtained a secure email address and downloaded all care plans in an easy-read format for a person to access and read at their leisure.

The ‘You said, we did’ initiative was well established. This had seen enhancements made to the sensory area and the garden following feedback from people.

The provider had a service improvement plan which detailed actions taken in response to learning and improvement initiatives in the home.