50 Valentines Way

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 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 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.

Policies were in place covering equality and diversity, and the registered manager was able to tell us how they met the needs of both staff and people with regard to this. For example, people were supported by staff with a shared cultural heritage who were able to speak the same language as 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.

There was a registered manager who was responsible for the day to day running of the service. They were supported by the two company directors. Staff spoke positively about the working environment and the support from the registered manager. One member of staff said, “The management is very good. They are helpful and flexible. It’s like a family working here. Any problems and they listen.”

The provider fostered a positive culture where people felt they could speak up, and their voice would be heard.
People and staff were able to speak up. There were systems place to facilitate this, such as a complaints procedure. Staff team meetings were held which gave staff the opportunity to raise matters of importance to them. There was an annual survey of people and their relatives which gave them the opportunity to provide feedback on the running of 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 told us how they promoted equality and diversity with their staff. For example, the rota was designed in a way that supported staff to have time off to visit places of worship. The provider had a policy on equality and diversity to help guide practice in this area. We saw that staff recruitment was caried out in line with good practice in relation to equality and diversity.
 

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.

Various quality assurance and monitoring systems were in place to help drive improvements at the service. For example, the registered manager caried out spot checks at the service. Some of these were carried out during evenings and weekends. They also carried out a monthly check of the service which was shared with the owners that looked at what was working well and areas for improvement.

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 provider worked in partnership with people and organisations. For example, they worked with the local authority to help meet people’s needs. They also attended a provider forum run by the local authority to share good practice with other providers. They also worked in partnership with people who used the service. Care plans were drawn up with people’s involvement.

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.

There was a focus on continuous learning and improvement. For example, staff undertook regular training to help them develop in their role. Accidents and incidents were reviewed to see what learning could be derived from them.