Cheshire Springs

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. This is the first assessment for this newly registered service. This key question has been rated 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 82 (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 vision and values were clearly displayed within the service and themed the rewards and recognition initiatives as well formed the structure of governance and quality improvement systems. Staff consistently told us they were happy working for the provider and spoke with pride about their work. A staff member commented, “This is the nicest place I have ever worked, it is organised and staff are very nice.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

The registered manager had excellent oversight of the service and had developed and maintained strong, trusting relationships with people who lived in Cheshire Springs, staff and external stakeholders. A professional told us, “I rate the registered manager very highly as a manager who puts people first and has built up a very good professional relationship with me. The staff have been superb.” A person who lived in Cheshire Springs told us, “[The registered manager] is a nice person. We get on great.”

Staff felt fully supported in their role and told us the leadership team were always on hand for guidance, direction and support. Comments included, “The managers are brilliant” and “The managers are so helpful, they are brilliant. They come round and see what we are doing and have a chat.”

The registered manager demonstrated highly capable and effective leadership through the day-to-day governance systems in place. They had a very clear understanding of their role and responsibilities as a registered manager. The registered manager was visibly passionate and proud of the work being delivered, and staff morale was high. There was a stable, motivated and committed workforce who received additional support from an extremely motivated and supportive regional leadership and provider support services.

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

Systems were in place to ensure people who spoke up were supported and protected. A staff member told us, “I would feel comfortable raising any concerns and I feel they would take things seriously.”

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. Policies were in place to support this.

Facilities were available for staff use which demonstrated the providers commitment to working towards an inclusive and fair culture. For example, a multi faith room available for staff to use for prayer, reflection and religious observance. The provider also ensured they were aware of and provided for any dietary needs of staff.

Staff told us they felt valued. One staff member commented, “We are treated really well.

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.

Audits and checks were completed on a regular basis, and these were effective in identifying areas of improvement and driving quality improvement. The registered manager, and the provider maintained effective oversight of these audits to ensure an ongoing high quality of care within 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.

Information within care plans demonstrated staff worked in partnership with other agencies. One professional told us, “Overall my sense is that Cheshire Springs is a very caring home who will seek advice when needed.”

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

Daily huddle meetings were prioritised by all staff and well attended. These meetings enabled staff to raise any issues relating to safety with the registered manager who was then able to guide and direct staff appropriately to ensure safety was maintained. These meetings also ensured the registered manager was up to date with any issues and could step in and guide and support staff through any areas.

Staff confirmed they received regular supervision and had the opportunity to contribute their views and suggestions in team meetings. The provider operated an ‘emoji’ app which staff used to indicate their satisfaction in work using a smiley/unhappy face emoji. This indicator was used as a ‘sensor check’ with staff. The registered manager told us there had been a period of dissatisfaction identified which, when explored with staff was due to an increased use of agency staff. The registered manager used this feedback as an opportunity to improve communication and inform staff what they were doing to address the temporary staffing recruitment issue. This issue had now resolved, and staff had feedback to the registered manager they felt any work-related pressures that had been experienced had now been alleviated through the recruitment of new, permanent staff. The regional leadership team also met with staff to discuss what’s working in their role on a regular basis which was an additional opportunity for staff to share their views, and for the provider to demonstrate their commitment to continuous learning and improvement.

The registered manager was also deeply committed to listening and responding to suggestions for improvement from people who lived in Cheshire Springs. The activity coordinator regularly gathered feedback from people, and the staff team. Examples included more sensory equipment in the garden, more social events to which family members could attend and a bigger minibus for shared activities to take place. The registered manager, along with the wider leadership team reviewed all feedback and shared their responses through a ‘You said, we did’ board. Most recently the registered manager was able to confirm, based on this feedback additional minibus accessibility had been secured for people and new garden equipment had been purchased.

The provider had an established people engagement strategy and Cheshire Springs had its own ‘service user ambassador’. The ambassador told us they attended meetings to discuss issues affecting people. They told us the following about this role, “I make sure the house is clean, staff are okay and people are not being bullied. I go to meetings all over and chat about what is working.” The provider then shared feedback with people who lived at Cheshire Springs about the work of the ambassadors and how they informed improvements. For example, in a recent newsletter the provider feedback about work shaped by the people supported to introduce food forums with catering staff. These forums gave people the opportunity for regular meetings with the catering team to discuss changes in menus and ensured a consistency quality across all homes operated by the provider. People had also been involved in the development and review of staff training aimed at supporting people through period of upset or anxiety and resulted in a greater understanding and improved ways of working.