The Martlets

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 Requires Improvement. At this assessment the rating has changed to 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 79 (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 registered manager and staff shared a common understanding of what good care looked like, and how they should work together to achieve it, and ensured good outcomes for people. Induction, training, learning and reflection all ensured staff were reminded of their core purpose and supported to continue achieving it. Staff believed in the positive impact they could have in people’s lives. One member of staff told us, “We work together to give people the best care. It’s a really good team.” People, their representatives and external professionals felt the service was well-led, with the registered manager being visible and accountable. Policies and procedures had regard to equality and human rights, equity of care experiences, diversity and inclusion and the needs of people.

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 registered manager told us, “I want staff to talk to me and give me all their ideas and any concerns they have. We want to listen to staff and involve them.” Staff spoke highly of the management team. One member of staff told us, “Yes 100%, I can ask for help, even the manager or the deputy will help.” Another member of staff said, “[Registered manager] is doing a great job. She’s only been here 3 months, but it’s been really good.”

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard. Systems were in place to support staff to raise concerns, provide feedback and contribute to improvements within the service.

An open-door approach from the management team supported a transparent culture. Leaders were visible and approachable within the service, which helped staff feel comfortable seeking advice or raising concerns when needed. Posters and information displayed throughout the service encouraged staff to raise concerns, share ideas and provide feedback. Staff had access to a QR code to contact senior leaders directly, including anonymously if preferred. Leaders promoted an open culture and committed to responding to staff feedback and explaining any actions taken as a result. This system of accessible availability of senior leaders to staff had led to meaningful improvements within the service, including detailed life history work to improve the wellbeing of people and staff. Feedback from staff also resulted in creative fund-raising projects being initiated and social events which promoted teamwork, inclusion and positive experiences for people living at the service. Opportunities to attend senior meetings, access organisational information and contribute to service development helped create a culture where staff felt valued, empowered and able to influence positive change.
Staff also had regular opportunities to speak openly through supervisions, team meetings and daily handovers. These meetings encouraged reflective discussions and ensured any concerns could be escalated appropriately. A member of staff told us, “I can talk to the management about anything. The management team are all really friendly.” There was a clear process for managing concerns and complaints. Records demonstrated that when issues were raised, they were investigated appropriately and learning was identified to drive improvements within the service.

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 registered manager and all the staff we spoke with told us the service was inclusive and they were treated with respect. Policies and procedures supported diversity and inclusion within 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.

Previous areas requiring improvement identified at the last inspection had been met in respect to systems of governance and quality monitoring. Quality assurance processes were in place, designed to give an effective overview of quality of the service and identifying any shortfalls. The management at the service had implemented and maintained robust systems of governance and audit.
 

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 a good relationship with external professionals. Staff said health professionals visited the service regularly and would carry out reviews and training when needed. Health professionals spoke positively of staff, and explained how they engaged with and followed professional guidance to meet people’s needs. People were supported to access the local community, and they received regular visits and correspondence from local schools and charities.

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.

Staff were encouraged to develop their skills and learning so they could provide the most appropriate care for people using up-to-date best practice guidelines. The registered manager described training opportunities for staff, and how staff and leaders were supported to learn and increase their skills and knowledge through becoming ‘champions’ in their roles. Further training was also available from external professionals to ensure staff could meet people’s needs. A member of staff added, “There is training very often and it’s useful training, it’s helpful.”