Ashington House

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 71 (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.

It was evidenced during our visits that the values of the service focused on supporting each person’s individuality and choices. Staff work with people rather than doing things to or for them, ensuring support is person‑centred and respectful of each individual’s preferences.

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.

There was effective management in place, with responsibilities shared across the team to ensure the smooth running of the service. Feedback from family members was positive and included comments such as, “I have received excellent communication from the team and management. The manager has a lot of input into helping her staff and to make sure the house is running up to scratch.” A healthcare professional commented, “I have found the manager to be transparent, very helpful, and knowledgeable. I am always kept informed of any changes.”

Staff described the registered manager as supportive, approachable, and friendly, and reported feeling confident to raise concerns or seek support when required.

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

The service had a policy and procedure in place for reporting concerns to the registered manager and regional manager for investigation. Staff were encouraged to report concerns externally when appropriate, including to the CQC or the local authority if needed.

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.

Staff demonstrated an understanding of respectful practice and were observed working collaboratively and inclusively. Reasonable adjustments were considered by the provider where required to support staff wellbeing and enable them to carry out their roles effectively.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Although governance systems were in place, a number of improvements were identified during this inspection. Issues were noted in relation to the support people received with goals planning, MCA records, staff support and care environment. These matters had not been identified or addressed by the provider in a timely manner prior to the inspection, which meant that opportunities for improvement had not been actioned before the visit.

The service had systems in place to monitor quality and governance. Medicines, environmental, health and safety, and fire safety audits were completed and up to date, with appropriate oversight from the registered manager. Daily monitoring of medicines storage, food temperatures and environmental safety helped ensure risks were identified and managed promptly.

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 worked in partnership with a range of healthcare professionals, including local authority, psychiatrists and behavioural therapists. Referrals requiring healthcare involvement were made via the GP as appropriate.

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 monthly Continuous Improvement Plan was used by the service to track agreed actions, ensure actions were completed as planned, and monitor delivery. This included oversight of staff allocations and the support required to implement improvements and sustain good practice.