ExtraCare Charitable Trust Humber Court

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 outstanding. 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 service promoted a culture which supported Right support, Right care, Right culture principles. The culture was person centred, values driven and focused on people living meaningful lives in their own homes.

Staff spoke positively about the provider’s approach to supporting people and staff and described a strong culture of teamwork and communication. One staff member told us, "I think they look after residents to make sure they are safe and protected. The make sure they have what they need and follow up on things. They look after staff very well. We all work together as a team. They have good communication with families."

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.

Managers at all levels understood both the operational and individual needs of people, which enabled them to provide informed guidance and continuous improvement across the service. The registered manager demonstrated a clear understanding of their responsibilities under the duty of candour.

Staff, people and relatives described leaders as approachable. Leaders had the skills, knowledge and experience to lead effectively and were committed to fostering an open, learning culture where feedback was welcomed and used to drive improvement.They demonstrated integrity, openness and honesty in their decision-making and actively encouraged people, relatives and staff to share their views and experiences. Comments from people and relatives included, “Oh [registered manager] is very nice,” and “[Management team] are great. We always get a response from them.”

Staff consistently told us they felt supported by the management team. One staff member told us, “They are very approachable. If I need to talk to the manager, I can go to the office, the managers are busy, but they put their paperwork down and will listen. I don’t get the impression I'm in the way."

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

Feedback was actively sought and listened to. Annual staff surveys were carried out with feedback analysed and acted upon.

Staff felt confident speaking up and raising concerns when needed. They knew who to approach if they had any worries about people’s care or the service. One staff member told us, “If something didn’t look right, I would report it to my team leaders.”

Policies, procedures and information for staff made it clear how to raise any concerns and staff confirmed they knew how to escalate concerns if they felt it necessary.

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 supported an inclusive workforce and recognised the individual needs of staff. Reasonable adjustments were made where required, including providing equipment to enable staff to carry out their roles effectively. Staff who found the transition to digital systems more challenging were given additional training and support to help them adapt.

The manager prepared rotas on a 4-week rolling basis, enabling staff to plan their personal commitments and supporting a positive work-life balance. Staff were also supported to develop their skills and gain further qualifications, with opportunities for progression and professional development. One senior staff member described the support they had received, telling us, “They put a lot of investment in me.”

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 maintained effective oversight of the quality and safety of the service. They completed a comprehensive programme of audits to monitor performance, identify areas for improvement and ensure required actions were followed through. For example, care plan audits checked that records were accurate, complete, person-centred and regularly reviewed, and that appropriate assessments, risk management, consent and legal documentation were in place. Audits clearly recorded areas requiring improvement and the actions needed to address them.

The service had clear systems of accountability and oversight. Team leaders were each allocated responsibility for monitoring a designated group of people and staff, while the registered manager maintained overall oversight. The registered manager used information gathered through audits and other available data to monitor progress, identify areas requiring improvement and allocate actions. They maintained an overarching service action plan, which supported them to track improvements.

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.

Staff and management worked well with other organisations, such as GPs and pharmacies to ensure joined up care and people had access to service such as hairdressers and chiropodists

Staff supported people to remain connected with their local communities and pursue their individual interests and pastimes. This included supporting people to attend day centres, support groups and other community-based activities, as well as going out for coffee.

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.

Management shared learning through team meetings and across the wider organisation, particularly when things went wrong, to help reduce the risk of similar incidents occurring again and support ongoing improvements in practice.

The registered manager had only been in their role for a few months but focused on continually learning and improvement. They were able to explain several ways in which they were making improvements to the service. This was possible with support from the wider organisation. They told us, “Learning is always shared across the wider team. I’ve had so much support and felt my confidence grow.”