Potensial Limited - 60 Park Road South

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 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 management team and staff showed a clear commitment to providing person-centred care and helping people achieve positive outcomes. Staff spoke positively about working in the home and described a culture that was open, supportive, and focused on the needs of the people they supported. Discussions with staff demonstrated that the home's values were well understood and reflected in everyday practice.

Staff attended regular team meetings where they were encouraged to share ideas, discuss people's needs, and reflect on the values of the service. These values were regularly reinforced and helped guide the support provided.

We were assured that people were supported to make their own choices, maintain their independence, and were treated with dignity and respect. People were encouraged and supported to take part in their local communities and access the same opportunities and experiences that others enjoy.

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.

Staff consistently spoke positively about the registered manager, describing them as approachable, supportive, and responsive. Staff told us they felt valued and well supported in their roles and had confidence in the registered manager's skills, knowledge, and ability to lead the service effectively. People also knew the registered manager well and told us they felt comfortable raising concerns or discussing issues, confident they would be listened to, and appropriate action would be taken.

The registered manager demonstrated a commitment to creating a positive, inclusive, and person-centred culture. Staff and the manager shared a clear understanding of the service's values and their role in achieving positive outcomes for people. Throughout the assessment, leaders engaged openly and transparently, demonstrating a willingness to learn, reflect, and drive continuous improvement. We observed positive interactions between the registered manager, staff, and people using the service, which reflected the culture and values promoted by the organisation.

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

The provider had clear whistleblowing arrangements in place. Staff had access to information about how to raise concerns both within the organisation and with external agencies. Staff told us they felt listened to, valued, and able to speak openly about concerns without fear of negative consequences. Leaders were visible and approachable, encouraging open communication and constructive challenge.

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.

The provider employed a diverse workforce and promoted an inclusive working environment. Policies and procedures were in place to ensure staff understood their rights and responsibilities as employees. Staff received training in equality, diversity, and inclusion, helping them to provide respectful and person-centred support.

Recruitment processes were fair and accessible, ensuring all applicants were given equal opportunities. Health questionnaires formed part of the recruitment process enabling any reasonable adjustments needed by staff to be identified and put in place.

This helped to ensure staff were supported to carry out their roles effectively and contribute fully to the service.

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.

Staff described the service as well organised and effectively managed. They were clear about reporting arrangements and understood who to approach for guidance, support, or to escalate concerns. Roles and responsibilities were clearly defined, which supported the smooth running of the service.

Staff told us information was shared through regular team meetings and supervision sessions, where practice issues, service developments, and actions were discussed, agreed, and recorded. This helped promote accountability and effective communication across the staff team.

Systems were in place to monitor safety, with regular checks completed and concerns identified, recorded, and acted upon. The service also had a comprehensive business continuity plan, which provided staff with clear guidance on how to respond to emergencies and maintain people's safety and wellbeing during unforeseen events.

Staff had access to a range of organisational policies and procedures covering key areas of practice, including equality, diversity and human rights, data protection, and person-centred care. These provided staff with clear guidance to support safe, effective, and inclusive 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.

Leaders promoted a culture of partnership and inclusion within the service. The registered manager worked effectively with people, family members, staff, and partner organisations to support positive outcomes. People were encouraged to express their views and make choices about their care and support. One person told me they chose which staff member supported them on days out as well as on planned holidays. They said this was very important to them.

Staff understood the importance of involving people in decisions that affected them and were committed to helping people achieve goals that were meaningful to them. This collaborative approach contributed to a positive culture where people were supported to enjoy their lives and maintain their wellbeing.

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 fostered a culture of continuous learning and improvement, with a clear focus on developing and maintaining high standards of care. Staff were supported through a programme of training, supervision, and competency assessments, which helped ensure they had the skills, knowledge, and confidence to provide effective support that met people's individual needs.

Feedback, incidents, and quality assurance activities were used to identify learning opportunities and improve practice. Staff told us they felt supported to develop in their roles and were encouraged to reflect on their performance and contribute to service improvements.

Staff had access to current policies, procedures, and best practice guidance, which were regularly reviewed and updated to reflect changes in legislation and national guidance. This helped ensure staff had access to accurate information to support the delivery of safe, effective, and person-centred care.