Bentinck Crescent

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. The service was no longer in breach of regulation in relation to governance. 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.

Staff, people, and families felt there was a positive culture at the service. Communication channels between people and families, staff, and management were open and effective. The registered manager was proud of how the staff team promoted the service’s values and how collaboratively they all worked together.A staff member said, “We can make suggestions, and we are listened to. We are working well as a team now,” and, “Yes, we can suggest things and feel listened to now.” There was a process in place to recognise and reward staff’s ongoing hard work and commitment. Staff told us they felt valued.

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 had good oversight of the service. Staff told us the management team were supportive and listened. When asked whether the manager was fair and approachable, all the staff we spoke to answered positively,stating, “Yes [registered manager] has brought a lot of change about. Without them we wouldn’t be where we are. They have been here a year and done a lot of changes for the better. We are well-led.”

A relative said, “[The registered manager] is very motivated and always lets me know if [person] has got any appointments, I am well informed," and, " The [registered manager] is great! Any concerns they says to call them; they are always available if needed.”

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

Whistleblowing policies and complaints procedures were in place and provided staff with guidance in line with best practice on speaking up. All staff we spoke to knew what to do and whom to speak to should they feel they needed to speak up. Staff told us they would do so if required.

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.

All staff we spoke with told us discrimination was not a problem and the registered manager was fair and open, so if there were any issues, they felt confident they would be resolved.

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.

Systems and processes were effective at monitoring and driving improvement within the service. Audits were in place, and these were effective at identifying areas for improvement and documenting actions taken. Audits and analysis were completed by the registered manager, with a thorough review by senior management and the provider’s quality team. This ensured a fair and balanced approach was taken to auditing.

Statutory and regulatory notifications were submitted in a timely manner. Regular reviews of records, accidents and incidents were well managed. Feedback from people, families, and staff was used by the management team to ensure the service was providing ongoing good quality care.

Staff told us they felt the service was well led and had clear and effective communication from leadership across the organisation. Staff felt much improvement had taken place in the preceding 12 months since the registered manager had taken up their post. All staff spoke positively both about management and the service.

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.

We saw evidence the provider involved people and their family in a meaningful way, and demonstrated they had good links with the local community resources. The registered manager pro-actively engaged with staff and listened to their views, acting on their views to shape the service and culture.

A healthcare professional said, “The staff, both within the home, and the regional and wider management, have been very approachable and have worked collaboratively.” Another stated, “Staff, especially [the registered manager], have the information to hand when I do a Team’s call with them, usually weekly,” and “[The manager] is very responsive with our service.”

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 had implemented a number of improvements in this area since the last inspection. Approaches were person-centred and this was evidenced in records. Wishes and activities that had not always been carried out were detailed and documented in care planning. Improvements had been made to medicines, with robust audits, training in place, and ongoing competency checks that ensured these were safely managed. Best interests and deprivation of liberty safeguards meetings and documentation was recorded clearly. There was an open and positive culture amongst staff and the management team. Staff told us morale was good, and they were proud to work for the service and that they loved their jobs.

Healthcare professionals said since the registered manager has been in post lots of positive changes have been implemented and they did not have current concerns about the service.