Blossom High

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 newly registered 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 service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion. The service focused on engagement with people and their communities gaining an understanding of their needs. The registered manager told us, “We work extremely hard together as a team to ensure we are always providing high quality care. We ensure our systems are robust, effective and efficient.” The management had clear values and had developed a listening culture where staff felt they were available for them to talk to.

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. The registered manager was clear about their roles and had the skills, knowledge and experience to perform their job. The registered manager told us they regularly read guidance and kept up to date with any changes and were also part of wider networks and attended forums to continue to drive positive outcomes in the service.

There was a clear staffing structure in place with 3 team leaders managing the day to day running of the service.

A relative told us, “The service is well managed. The manager is very approachable and listens. The [registered manager] visited not long ago, and they asked if there was anything they could do to improve how they care for [relative]. I know I can phone them at any time.” A health professional told us, “The manager of the service is approachable, responsive, and supportive in our professional interactions.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager had a policy and processes for staff to follow on ‘whistle blowing.’  We reviewed staff meeting minutes and saw they included information about the service as well as reminders about training, staff rota’s, safeguarding, incidents and PPE. There was detailed action plans completed to evidence how issues raised were to be addressed, dates to be achieved and if actions had been resolved or remained outstanding. The registered manager also held regular discussions with people to share their thoughts about how the service was ran and to discuss the support they received and if any improvements could be made. A member of staff told us, “We have regular meetings and supervisions with the manager which is a good opportunity for us to discuss anything with them.”

The service valued diversity in their workforce. The service worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. There was a policy in place to protect staff from harassment and bullying and a focus on protected characteristics under the Equality Act. The registered manager had developed an inclusive workforce and recognised the value of diversity amongst the team.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The management were in the process of devising several new audits to enhance their oversight and drive further improvements in the service. The management had given staff a clear direction of their vision for the service. Staff understood their role and contribution in sustaining improvements.

The service 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 management and staff shared the same goal to provide positive outcomes for people. The management encouraged staff to discuss and share ideas for improvement and innovation. A health professional told us, “I believe the service is managed well, with a focus on maintaining quality care and professional standards.”

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 contributed to safe, effective practice and research. The management was actively supporting staff with learning and innovative ways of working at the service. Staff were encouraged to develop their skills and were supported to obtain nationally recognized qualifications. One member of staff said, “I have completed lots of training including the care certificate when I first started and continue to do regular trainings. There are always opportunities for growth and development.”

The registered manager worked closely alongside an external auditor to review governance processes, strengthen quality assurance systems and drive further improvements in the service.