SENSE - 58 Featherstone Road

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 inspection we rated this key question requires improvement. At this inspection 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 71 (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 the belief that everyone with complex needs were able to take part in life, communicate, experience the world, and fulfil their potential. Relatives told us staff demonstrated these beliefs and people benefited from support which reflected these values. A staff member told us these values had recently been eroded as there was a discord in some approaches towards people. However, they went on to say the staff team had pulled together and with the help of the management team believed all those supporting people currently had the right beliefs and values in place.

The provider and staff recognised the shared direction, and culture had not been positively demonstrated in the months prior to this inspection. The management team stated they had worked hard to ensure people lived in a positive and empowering environment and those supporting them expressed and demonstrated the values of Sense. However, the positive changes needed to be embedded and demonstrated over time to ensure people received positive and valuing support from a consistent, supported and valued staff team.

The provider had inclusive leaders who understood the context in which they delivered care 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.

At the time of this inspection there was not a registered manager in place However, there was a manager who was going through the registration process with the Commission. The management team kept themselves up to date with learning and attended regular upskilling sessions with colleagues within their organisation to ensure they had the skills to effectively manage the home.

The provider promoted an open and positive speaking‑up culture where concerns were listened to and acted upon. Although people were not always able to take part directly in decisions about their home due to their individual communication or cognitive limitations, staff and leaders ensured they remained at the centre of all decision‑making. Relatives were routinely involved and consulted, ensuring decisions reflected each person’s preferences, history and best interests. Staff were confident in the whistleblowing procedures and told us they felt supported to raise concerns without fear. However, 1 staff member told us this had not always been the case but felt confident the changes made were positive and they now felt supported. This respectful, transparent culture helped ensure people received care that upheld their rights, protected their wellbeing, and reflected what mattered most to them.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. People were supported by a staff team who felt valued by the provider. Staff told us they liked working at Sense - 58 Featherstone Road and felt valued with access to training when they needed it. They felt able to express themselves openly to anyone in the organisation regardless of their role.

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 share this securely with others when appropriate. Managers had effective quality checks in place to ensure people received the care they consented to. For example, regular checks were completed on the administration of medicines to ensure people received them as prescribed. If improvements were identified these were communicated and checked to ensure staff followed appropriate guidance.

Staff understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborated for improvement. People benefited as the management team had established good links with community-based facilities including GPs, dentists and other community-based health services. One healthcare professional told us they received timely referrals for people and staff were proactive in responding to advice and guidance. They felt this had a positive impact on those receiving services.

The provider focused on continuous learning, innovation and improvement across their organisation. They encouraged ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice. Staff had access to team meetings and records confirmed the provider acted when they received feedback. Any lessons learnt or positive approaches to care were shared with the providers other location to share improvements and developments.