Sharon and Glen Arnott - 32 Beamont Way

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 82 (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 provider demonstrated they had policies and procedures to ensure they could support and direct staff appropriately. The values of the service were demonstrated by staff and leaders, and this was reflected by the respect shown to them by professionals we spoke to.

The provider had exceptionally 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 always did so with integrity, openness and honesty. There was a stable management team who all had a presence in the service. The owner was also the nominated individual, and they took the lead in several areas of engagement with other professionals.

The registered manager had been in post for several years and knew the staff and people very well. They ensured they completed shifts in the service regularly to enable them to have oversight of how the home was running.

Professionals staff and families spoke highly of the leadership team and felt they went above and beyond for people. Professionals also told us the leadership team was exemplary who worked in a proactive way to ensure people were supported well by all people professionals they encountered.

The provider fostered a positive culture where people felt they could speak up, and their voice would be heard. Leaders ensured staff had regular supervisions and meetings to discuss issues. Leaders had a presence in the house so staff could talk to them outside more formal meetings. Staff shared they were confident to approach leaders to raise any issues they may encounter.

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. There was a very embedded staff team who the leaders knew well. Leaders ensured they considered how best to support the team in a way that ensured equality. The nominated individual had attended wellbeing courses to ensure they could offer appropriate staff support.

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.

Leaders had a clear overview of the service using audits to ensure the necessary checks and reviews were completed. We saw there was some detail lacking in relation to the risks of people using emollients. However, leaders made sure this was addressed on the day of the inspection. Further, we could see that whilst there were records to demonstrate the temperatures of taps were being taken there was no evidence of what the temperatures were. This meant the leaders could not demonstrate temperatures were within the safe ranges they needed to be to manage legionella. The provider stated they would ensure records would demonstrate this in the future.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

Professionals we spoke with shared they found leaders and staff to be “very ready” to engage with them. One professional said leaders were always proactive when it came to reviewing people’s health and support needs. Another professional shared the staff were valued partners, who were always willing to engage to ensure people got the best outcomes. They said leaders would always go the extra mile for people. Relatives also felt staff and leaders always engaged well with partners when supporting people. One family member shared how well their relative had been supported during a health issue. They said their family member had a positive outcome because of the way staff linked up with partners.

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 provider ensured staff had access to up to date and relevant training. They had struggled to access mandatory training relating to people with a learning disability and autistic people but had now ensured some of the staff team had attended the relevant training and the rest were booked to attend. Staff were supported to learn and develop through training, staff meetings and supervisions.