Lifeways Community Care (Poole)

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• 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 inspection we rated this key question good. At this inspection 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 service 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 registered manager told us they had focused on improving the culture within the service since being in post. Staff told us the service’s values were caring, honesty, one team, innovative and equality. One staff member told us, “The culture is supportive, professional, and focused on improving people’s quality of life.” Policies and procedures within the service underpinned staff practice.

The service 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.

We received positive feedback about the leadership of the service. Management was visible and led by example. Staff told us they felt supported. One staff member said, “The culture within our service has really improved since our new manager came in place, staff are happier, there is a lot more teamwork, and staff feel listened to.” When talking about the registered manager another staff member said their, “welcoming, open, and honest leadership style is built on trust and respect. They are actively shaping a culture where we feel able to be ourselves … confidently. Their approach to communication is open and supportive, and they consistently ensure we work as one team, encouraging support across services.

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

People were provided with opportunities to give their views on the service. People and staff were provided with information about how to make complaints and speak up. Staff told us they knew how to raise concerns and management would take action. One staff member told us, “I feel confident that concerns are taken seriously and acted upon appropriately to protect people and improve outcomes.” Relatives also felt comfortable raising concerns.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Staff told us they felt valued, supported, and worked as one team, describing a positive and inclusive workplace culture. These values were supported by a consistent approach by the registered manager, regular supervisions, and staff meetings. One staff member told us the registered manager’s leadership had, “strengthened both team morale and the quality of support we provide.”

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

Governance systems were operating effectively, which enabled the registered manager to have oversight of the service. There were a range of audits, analyses and checks in place, which supported safety and quality. Regular team meetings and supervision sessions supported effective communication and provided opportunities to share learning and drive improvements. Relatives told us they felt the service was well managed.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The provider worked in partnership with healthcare professionals to improve outcomes for people. Communication with healthcare professionals was recorded in the electronic care planning system used by the service. Professionals we spoke with told us improvements had been made. One professional said, “There is emerging evidence of a more structured approach and greater openness to professional guidance, which provides a foundation for improved practice going forward.”

The service 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 contribute to safe, effective practice and research.

The registered manager was committed to learning and continuously improving the service. The registered manager told us they had worked with the team to complete action plans, and they shared their plans for future improvements. The management team had recently completed various training courses to support their development and to drive improvements in outcomes and quality of care for people.