Limetree House Upper Poppleton

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 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.

The registered manager promoted a positive culture in the service, where staff were respectful, open and inclusive. Staff told us they worked well as a team and helped each other to provide good care. One staff member told us, “I feel there is very good team work at the home. We support each other.” Another said, “[Registered manager] always encourages us to do things ourselves and sort things out but is there to support us when needed. She is very knowledgeable.”

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 led the service with passion, promoting good care standards and working hard to ensure people felt at home and received the care they deserved. People and families told us the registered manager and deputy manager had the skills and knowledge to manage the service well. One family member said, when asked if the service was well led, “Yes, absolutely. [Registered manager] is a lovely laid-back manager, and I think that is why the home runs so well. Another told us, “Yes, I do. [Registered manager] is very good, but I am also very impressed with the deputy.”

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

Opportunities were given to all people to share views openly across the service. Staff attended regular meetings to discuss the care, share best practice and give their opinions on how they could improve. Records reflected that people’s voices were heard by the management team and action was taken when needed to implement change.

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 an inclusive and fair culture with equality and equity for staff. All staff were positive about working at Limetree House and felt they were treated with respect.

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.

Governance systems were in place which reviewed the safety and quality of the service, with action being taken when indicated to address any concerns. We identified further development was required to audits to review the work needed with staff documentation. The registered manager responded immediately to this.Support was in place from the provider who also completed their own quality checks to review standards of care.

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. The management team expressed an open positive attitude to receiving support and understood how and where they could access support, to ensure continuous improvement to the service. Strong relationships had been built with community health care providers which helped improve outcomes for people.

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 registered manager accepted guidance during the inspection to help learn and improve, acting quickly to implement new processes to support safety in the service. There was evidence of continued learning within the service and improvements had been made since the last inspection.

The provider invested into the service to help improve and innovate. Renovation work was ongoing to improve the environment, and investment had been made with the updated care planning system which would hoping help improve the services recorded keeping.