Raby Hall

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 requires improvement. At this assessment the rating has changed to 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 demonstrated an understanding of their responsibilities under duty of candour. When the service had got things wrong, records demonstrated people who used the service received an apology in formats which enabled them to understand what had happened and how staff would work differently. The registered manager felt supported by the provider and could access support and additional resources for the services whenever they needed. Family members told us there was a positive culture at Raby Hall. One told us, “I feel like the service is well-led because when I take [Name] back after a visit home, they are very happy, and this means everything to me.”

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. Staff felt well supported. One staff said of the management team, “I am made up with [the registered manager and deputy manager]. They are always around if needed, very approachable. They both push for the right thing.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Systems were in place to ensure people who spoke up were supported and staff told us they felt confident to raise any concerns with the registered manager. One staff commented, “I would raise any concerns, and I would feel protected if I did.”

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. Policies were in place to support this.

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 management team understood their responsibility for notifying the CQC and other agencies of events which occurred within the service and accurate records were maintained. Effective systems were in place to monitor safety within the environment and review the quality of care and experiences of people. The management structure meant there was always a senior member of staff on duty to respond to any issues as they arose.

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. Information within care plans demonstrated staff worked in partnership with other agencies. One professional told us, “The support that they offer to service users at Raby Hall is in my opinion superb. They recognise strengths and independence and work to promote this with every individual. They have a really good understanding of each of the individuals living there.” Another professional told us, “The service engages well with me and will often reach out to talk things through. This shows a collaborative working culture is encouraged.”

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. Staff received supervision and were able to contribute their views through team meetings. The registered manager used team meetings as an opportunity to reflect on practice and encourage learning. The registered manager sought the views of people and family members through annual reviews and direct conversations. Records were maintained of any actions taken in response to feedback they received.