Consensus Support Services Limited - Moor Lane

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 provider website stated they were, “Focused on enriching lives, creating memories, and providing opportunities to flourish.” The service’s statement of purpose described how this would be achieved, “To provide a service where every moment matters, and the individuals have a safe and caring place they can call home.” The vision of the service was displayed on entry to the home. Staff received induction and training which reviewed the values of the service to ensure these were known.

We received feedback from staff and relatives on changes within the culture of the service and how this positively impacted people. A survey had stated, “Within the last few years Moor Lane has changed. I had previous concerns, now I am very happy that [Name of person] is living here and they are much happier too. I think that this must be credited to the new manager [Name of registered manager].” A staff member said, “The staff culture was different, there was a high turnover of staff. Staff culture is now good. It is the best team here in years, a wider variety of people with new ideas.”

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 service had a clear staffing structure with designated roles and responsibilities. Leaders were open, honest and led with integrity. This supported recruitment retention which had positive impacts for people as meaningful and trusted relationships developed with staff members. Managers were approachable, visible and involved in the day to day running of the service. Staff highlighted a direct link between the improved work culture and increased well-being for themselves and the people they supported. Staff told us, “Management are really good. Can go to them for support,” and “Managers are really approachable, can ask any questions.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Systems were in place for staff to speak up including, supervisions, staff meetings and surveys. A recent workplace survey showed increased satisfaction around a number of areas for staff members. Staff told us they were comfortable raising matters and were confident any issues would be resolved.

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 had an equality and diversity policy which underpinned equitable treatment of service users and staff. The service had a diverse staff team which brought a range of skills and knowledge. Staff told us they worked well together and were supported by their colleagues. A staff member said, “Staff get on really well. Staff work well as a team.”

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 assessed the quality and safety of the service. A range of provider and management audits were completed, for example in areas such as medicines, care plans and health and safety. Identified actions from audits were delegated to an appropriate manager or staff member and monitored for progress and completion. This included a plan for environmentalimprovements.

Staff received training in data management and confidentiality. Notifications of reportable events were submitted to the Care Quality Commission (CQC) as required. The provider’s CQC assessment rating was displayed at the service and on the provider’s website as required.

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 service had positive working relationships with professionals, family and friends. The service had developed long standing relationships where both the service and professionals valued each other’s respective knowledge and insight. A health and social care professional said, “I have a good working relationship with the manager. Management and staff always respond quickly when asked.”

People were part of their local community and were regularly supported to access community amenities and places of interest. People’s friends and families were welcomed anytime at the service. A range of social occasions and celebrations were organised such as summer parties and Christmas events. A regular newsletter shared updates with relevant people and families about the service and what people had been doing. A relative said, “Fantastic newsletter which keeps us in touch.”

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. Systems were in place to identify areas of improvement for the service and actions were taken to achieve these. Regular reviews of people’s care ensured progress towards goals and aspirations which improved people’s quality of life were monitored. Staff were passionate about suggesting and implementing new ideas and experiences for people. A relative commented in a recent survey, “I am so pleased about all the ideas and activities staff come up with.” Staff told us improvements had been made to ensure people had regular access to a range of activities of their choice.