Mowbray 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 82 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The registered manager was supporting another of the provider’s services a couple of days a week, so the deputy manager was overseeing the home on those days. This was working well due to the provider’s shared vision which was fully embraced by the registered manager and deputy manager.

The culture at the service was exceptionally positive. Staff understood their main role was to support people to have the best experiences possible. The registered manager had a clear vision of ‘supporting people to reach their full potential’ and this was shared by the staff team and reflected in the outcomes people had. There had been a significant reduction in the number of times one person in particular needed more focused support to feel better if they were upset or anxious, which had a positive impact not just on that individual, but on everyone who lived at the home.

The registered manager and deputy manager shared examples with us and explained how they and the staff team had worked incredibly hard to drive and promote a positive culture at the service. They explained how staff promoted people’s daily living skills so that they could participate in the running of the home which made people feel valued. They told us how staff supported people to follow their interests, attend community activities and do a wide range of hobbies, some of which involved taking positive risks.

The atmosphere and culture at the service both between people and staff was exceptionally positive. People were comfortable when being supported by the staff team. We observed people spending their time how they chose to do so and people were clearly happy. The management team supported people to understand each other as individuals when differences of opinion or issues did occur.

The registered manager was an exemplary inclusive leader who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. They had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered manager and deputy manager were highly visible and led by example. They truly understood the importance of including people in all aspects of the service. They had an excellent understanding of their job roles and understood all aspects of current best practice guidance around supporting people living with a learning disability, particularly ‘Right support, right care, right culture’ guidelines. They encouraged staff to support people to take control of all aspects of their lives, wherever possible. Before people moved into the service, there was a planned transition process to make sure not only that the person would be happy at the service, but also the other people already living there.

Health professionals spoke very positively about the leadership of the service. A health professional said, “The registered manager and deputymanager promote an empathetic understanding of residents and model a compassionate and supportive workplaceculture.”

Staff spoke very positively about the registered manager and deputy manager. Staff said they felt completely included and valued in all discussions about people’s support. The registered manager and deputy manager led by example, not expecting anything from staff they were not willing to do themselves. They were a very active presence at the service, spending a lot of time working with the staff team whilst they were supporting people. This gave them a true understanding of people’s support needs and enabled them to fully support staff with any ideas they had about how best to meet people’s preferences and choices.

The registered manager supported staff to follow up on things people wanted to do. For example, they supported staff to research and put risk assessments in place for people when they wanted to try something new or take positive risks.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There were the appropriate policy and procedures in place, for staff to speak up. Staff that we spoke with were aware of how to raise concerns and how to contact the provider, should they need to.

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 we spoke with said that they felt appropriately trained and well supported.

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.

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 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.

Continuous staff training contributed to safe and effective care. Staff worked well together and supported each other to provide good quality care. There was an open culture which promoted inclusivity, reflection and learning.