The Cedars

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 good. At this inspection the rating has remained good. This meant the service management and leadership were consistent. Leaders and the culture they created supported the delivery of 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.New staff received support and training which helped them to demonstrate the provider’s values in their daily work with people. Staff gave ideas to produce better outcomes for people and to help them achieve some of their aspirations. The ethos of the service was believed in and followed by all staff to help people develop and realise their potential, whatever the level of need. A relative commented, “I am very happy with the service. It's wonderful.”

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 registered manager and other senior staff were considered knowledgeable, professional and responsive. Staff told us they appreciated the support they received. People, relatives and staff were complimentary about the registered manager and staff team. Relatives’ comments included, “Staff have been absolutely supportive to me” and “The manager is good. They are approachable as are all the staff.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.The provider had a clear whistle blowing policy. Staff could raise concerns, and written information was available of how to do this. Staff meetings took place, and staff had the opportunity to share comments and give feedback. Relatives and staff told us they could raise concerns at any time, and these were dealt with promptly and effectively.

Staff spoke positively of the support they received and were confident their views were listened to and acted upon. They were aware of the provider’s whistleblowing policy. A staff member commented, “I do feel listened to by management.”

The provider valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us they were able to ask for reasonable adjustments to be made to their working patterns for specific needs, for example to incorporate family commitments.

The provider ensured the governance was effective and robust, including the monitoring of the quality-of-service provision. The service had clear responsibilities, roles, systems of accountability and 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. Regular audits and checks were carried out in the main areas of the service, such as, around care records, health and safety, the environment and staff practice. Audits showed action was taken where areas of improvement were identified.

Staff at the service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborate for improvement. The management team were positive about their links with local partners and health and social care teams. They expressed an open positive attitude to receiving support and understood how and where they could access support from. People’s care plans contained details of other professionals involved in their care and support. The registered manager and other staff met on a regular basis with professionals involved in people’s care and 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 was evidence of changes that had been made to the service to make improvements and to address checks and audits outcomes and in response to people and staff feedback. External quality assurance arrangements were in place to monitor the internal governance systems.