Pennine View

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 changed to requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

This service scored 62 (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. Risk assessment for people and care planning processes resulted in care plans acknowledging people’s diverse needs. The registered manager told us they sought to provide the best care and support that people deserve. Staff gave mixed feedback on the home. One staff member told us, “The home is improving. I have no concerns, it seems calm.” A second staff member said, “ I love [registered manager] but she needs support, the home has gone downhill.” The provider had arranged additional management support and was working with the local authority to drive improvement within a structured planning process.

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. However, the concerns found at this assessment indicated leadership was not always effective. Staff and relatives said the registered manager was approachable and sought to engage with them. One staff commented, “[Registered manager] does walk round the home, chats with people and staff and listens.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they would enable people to raise concerns by sharing this with the registered manager. Staff were aware of their right to speak up and said they were confident the registered manager and provider would listen if they did so. However, staff did not believe management would always act when they shared their concerns.

The registered manager 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 provider had policies and procedures around equality, diversity and inclusion. Staff felt the management team considered their equality, diversity and inclusion and treated people equally and fairly.

The registered manager 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 provider had policies and procedures around equality, diversity and inclusion. Staff felt the management team considered their equality, diversity and inclusion and treated people equally and fairly.

The registered manager and 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 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. This included providing additional support to people through extra one to one support and the use of technology to monitor people's safety and wellbeing. They actively contributed to safe, effective practice and research, including working with the department of health with technology to identify the presence of pain in people who can struggle to express this verbally. The service had strong external relationships that supported improvement and innovation. The provider engaged with external work, including research, and embedded evidence-based practice in the organisation.