United Response - 2a St Alban's Close

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 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.

Leaders supported staff to put the person at the centre of all decisions and actions being taken. Leaders worked to ensure staff had up to date knowledge on best practices and how to promote a good quality of life. One member of staff told us, “The support is excellent here. We get up to date training and bespoke training, if we need it.”

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.

Leaders were skilled, knowledgeable and passionate to ensure people received high quality support. Staff told us they had respect and appreciation for the registered manager and the culture they promoted. The registered manager was a skilled leader with a drive to ensure people were active members of their community and fully participated in activities.

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

Staff felt able to speak up and were confident they would be heard. One member of staff told us, “If I needed to raise a concern, I know I would be listened to.” While another member of staff said, “If I needed to, I would speak with the manager if I was worried about anything. But I’ve never needed to. I’ve never had any concerns.”

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.

Leaders promoted a culture of equality and embracing different cultures and values. Staff told us they felt valued and there was a culture of inclusion and embracing diversity.

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 strong oversight of the support being provided. The registered manager completed audits, checks and observations to ensure people received consistently high quality care. Staff and leaders were transparent when learning needed to be made from an incident to minimise the risk of it happening again. The registered manager told us, “We work hard to make sure people are supported to live fulfilling lives whilst managing risk to prevent harm.”

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.

Leaders worked with the local community and professionals to ensure people had a high quality of life. Staff and leaders had a close working relationship with involved professionals such as the GP, learning disability nurses, occupational therapists and speech and language therapists. There was an open collaboration to make sure people received the support they needed without delay.

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.

Leaders promoted a culture of continuous learning and development. The registered manager was passionate to make sure barriers could be removed to make sure people had equal access and the service embraces innovation and new ideas. There was a culture of providing a high quality of life for people and the staff team had a close working relationship with the registered manager to achieve this.