Bilney 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 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 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 was well established within her role and was passionate about improving people’s experience of living in the service. The registered manager told us, “I treat the people living here as if they were my grandparents, they all have the right to have care and the best care possible.” One staff member said, “I can honestly say that [Registered Manager] has a genuine “open door” policy.She takes time for everyone and genuinely cares about all staff. [Registered Manager], in my personal and professional opinion [Registered Manager] has always been open and fair.” The team culture was positive with staff expressing pride in the service.

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 were confident in raising concerns with the management team. Staff described the registered manager as approachable and supportive. One staff member said “I feel the manager is approachable to all staff, [Registered Manager] goes above and beyond for not just the residents but the staff also. [Registered Manager] leads by example and is happy to help in all areas of the home and all job roles. [Registered Manager] takes great pride in supporting staff to learn new skills progress within their roles and more senior roles.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff knew how to raise concerns and were provided opportunities in supervisions, meetings and surveys. The registered manager and the deputy manager promoted an open culture where concerns were addressed and followed up promptly. Staff told us they felt comfortable and supported to raise concerns. One staff member said, “We have all the information we need accessible to all staff, an approachable senior team who always explains the reasonings and is available to ask and also we are well informed.”

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 told us the morale was positive, staff turnover is low and staff retention is high. One person said “In all my years of working,I have never had the privilege of working at somewhere as amazing as Bilney Hall. This is in large due tothe values and dedication of the management and staff of Bilney Hall.These values and professionalism come from the top down. Management lead by example and this naturally has a positive impact on staff.”

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 registered manager had a wealth of experience and knowledge in the service. Regular audits were completed providing the registered manager with clear information on areas that may require improvement, this also allowed opportunities to drive improvement using actions plans and to continue with development in the service in a timely and effective manner. Staff told us they had confidence in the management team and had a clear understanding of their own roles and responsibilities.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. The registered manager worked with external healthcare professionals and had built productive working relationships. They worked in collaboration with external healthcare professionals to ensure people’s health and wellbeing needs were met.

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. The management team and staff were able to show us that they recognised the importance of learning lessons and how they implemented this within the service to ensure people received effective and safe care.