An Darach House

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 registered manager promoted a positive and inclusive culture where people and staff were treated with respect and valued as individuals. Staff understood the values of the service and demonstrated these through the care and support they provided.

Staff spoke positively about the culture within the service and told us they felt involved in discussions about how the service operated and developed. They understood their roles and responsibilities and worked in a way that reflected people's rights, choices and individual needs.

The registered manager had clear plans in place for the future of the service and communicated these with staff. This helped staff understand the priorities and objectives of the service. Policies relating to equality, diversity and quality of care were in place and supported staff to provide inclusive and person-centred support.

The culture of the service promoted openness and involvement. People, relatives and staff were encouraged to share their views and contribute to the continued development of the service.

The registered manager and senior care staff had the skills, knowledge and experience to lead the service effectively. They understood their regulatory responsibilities and promoted a culture that was open, inclusive and focused on people's individual needs. They understood the importance of supporting people in the least restrictive way possible. Staff were encouraged to take a person-led approach and support people to make choices about their daily lives, activities and routines. Care was planned around what people wanted to do, with staff providing support that promoted independence and choice.

Feedback about the registered manager was consistently positive. Relatives and staff described them as approachable, supportive and responsive. The registered manager maintained oversight of the service while adapting their approach to meet individual circumstances and support positive outcomes for people. A relative told us, “The [registered] manager is very experienced and genuinely cares. They communicate well. Their staff team are managed and trained well.”

The registered manager promoted an open culture where staff and relatives felt able to raise concerns, share feedback and make suggestions. People were encouraged to express their views and were supported to have their voices heard.

Staff and relatives told us they felt comfortable speaking to the registered manager and were confident any concerns would be listened to and acted upon where needed. Feedback about the management of the service was positive and staff described the registered manager as approachable and responsive.

The registered manager used a range of methods to gather feedback, including meetings, surveys, supervision discussions, emails and telephone conversations. These opportunities helped ensure people, relatives and staff could share their views about the service and discuss any concerns openly.

The registered manager promoted equality, diversity and inclusion within the workforce and encouraged a culture where staff were treated fairly and with respect. Staff from different backgrounds were valued and supported to carry out their roles effectively.

Staff told us they felt included and able to contribute their views about the service. The registered manager encouraged open communication and created opportunities for staff to share their experiences and suggestions. For example, a staff member suggested and implemented an inclusive Pride event at the service.

There was a culture of fairness and inclusion within the service. Staff were treated equally and supported to develop in their roles. The registered manager recognised the benefits of a diverse workforce and promoted an environment where people felt respected, valued and able to be themselves.

The registered manager had effective governance systems in place to monitor the quality and safety of the service. Clear management arrangements and lines of accountability supported the day to day running of the home and helped ensure people received safe and consistent care.

The registered manager completed a range of audits and checks across the service to monitor performance and identify any areas requiring attention. Where improvements were identified, action was taken to address them and review progress. Oversight systems covered key areas of the service and supported ongoing monitoring of quality and safety.

They used information received about people's care, incidents and outcomes to inform decision making and service improvement. Management systems supported the delivery of sustainable care and helped ensure people's needs continued to be met.

The registered manager worked effectively with professionals and community organisations to support people's care and wellbeing. Staff maintained positive working relationships with external partners and shared information appropriately to help ensure people received coordinated support.

Professionals spoke positively about the service and the support provided by staff. Feedback highlighted good communication, collaborative working and positive relationships with the registered manager and staff team.

The service maintained links with local community groups and supported people to take part in opportunities that were important to them. Community organisations also provided positive feedback about the way staff supported people and promoted meaningful involvement within the local community.

The registered manager promoted a culture of learning, improvement and development. Staff were encouraged to reflect on their practice, develop their skills and contribute to improvements within the service.

Staff had access to training and development opportunities to help them carry out their roles effectively. This included specialist training to support people with learning disabilities and autistic people, helping staff develop their knowledge, skills and confidence.

The registered manager maintained an improvement plan to monitor progress and identify opportunities to further develop the service. These included actions relating to both the environment and the quality of care provided. Staff were encouraged to share ideas and learning to support continued improvement and help ensure people received care that reflected their individual needs and preferences.