St Anthony

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 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 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. All staff spoke highly of the registered manager and wider management team. They were described as supportive, visible and understanding to staff needs and welfare concerns. When issues were raised we were told that they listened and took immediate steps to support staff in whatever role they had. For example, the maintenance lead told us, “Managers are brilliant, supportive. If I suggest something it’s discussed but always will agree, if finance ok, and then can get on with the job. Communications are very good.” The service had a dedicated training lead who made sure that all staff were equipped with the most up to date and relevant training according to the needs of the people being supported. There was a positive culture within the entire workforce that began at staff induction and ran through all staff and managers. All had an attitude of making things work for people and supporting them to lead their best lives. Other comments from staff included, “Managers are approachable, very friendly and support me” and “One manager lives near and comes in whenever needed. There is an on call system, if there is an emergency, we call managers. Always available.”

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. All staff spoke highly of the registered manager and wider management team. They were described as supportive, visible and understanding to staff needs and welfare concerns. When issues were raised we were told that they listened and took immediate steps to support staff in whatever role they had. For example, the maintenance lead told us, “Managers are brilliant, supportive. If I suggest something it’s discussed but always will agree, if finance ok, and then can get on with the job. Communications are very good.” The service had a dedicated training lead who made sure that all staff were equipped with the most up to date and relevant training according to the needs of the people being supported. There was a positive culture within the entire workforce that began at staff induction and ran through all staff and managers. All had an attitude of making things work for people and supporting them to lead their best lives. Other comments from staff included, “Managers are approachable, very friendly and support me” and “One manager lives near and comes in whenever needed. There is an on call system, if there is an emergency, we call managers. Always available.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Many opportunities existed for staff to speak with managers either in a group or meeting session or one to one. There was also a process for raising anonymous concerns or issues if needed and questionnaires that were circulated to staff to invite feedback about the service. A meeting structure was in place with whole team meetings involving all staff held regularly. These meetings were minuted and circulated to all staff, with those unable to attend the meeting having an opportunity to raise points in writing for inclusion at the meeting. Staff had regular supervision meetings where they could speak directly to their supervisors and discuss any issues and highlight any good practice or any concerns. Handover meetings were held at every shift change and mangers were often in attendance. The registered manager encouraged an ethos of speaking up, reporting things staff were concerned about, being open, and honest to achieve improvements and ensure people received the best care.

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 service operations manager took responsibility for the auditing processes at the service. This was done in close liaison with the registered manager who maintained oversight of the systems and processes involved. All areas of the service were regularly audited including for example, training, accidents and incidents, staff supervision processes and all maintenance projects. Any issues identified were addressed for example auditing processes identified that 7 incidents had occurred in one month and 3 of them related to the same person. This was then investigated further and reviews carried out on all aspects of the person’s support plan. Adjustments were made to their medicines regime and their antecedent behaviour charts ABC especially triggers to changes in behaviour. Incidents relating to the person then reduced. There was a staffing structure in place with supervisors, senior supervisors and staff with key worker responsibilities in place. All staff communication well with each other and this resulted in everyone knowing about changes to people’s moods, health and presentation and enabled the best support possible to be achieved. The registered manager was aware of the duty of candour which was their legal obligation to report certain events that affect the service, to the local authority and the CQC.

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 service operations manager took responsibility for the auditing processes at the service. This was done in close liaison with the registered manager who maintained oversight of the systems and processes involved. All areas of the service were regularly audited including for example, training, accidents and incidents, staff supervision processes and all maintenance projects. Any issues identified were addressed for example auditing processes identified that 7 incidents had occurred in one month and 3 of them related to the same person. This was then investigated further and reviews carried out on all aspects of the person’s support plan. Adjustments were made to their medicines regime and their antecedent behaviour charts ABC especially triggers to changes in behaviour. Incidents relating to the person then reduced. There was a staffing structure in place with supervisors, senior supervisors and staff with key worker responsibilities in place. All staff communication well with each other and this resulted in everyone knowing about changes to people’s moods, health and presentation and enabled the best support possible to be achieved. The registered manager was aware of the duty of candour which was their legal obligation to report certain events that affect the service, to the local authority and the CQC.

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 registered manager kept themselves up to date with changes in developments in health and adult social care. Key changes and messages were cascaded to all staff. The registered manager had completed management and leadership courses and when available attended registered manager forums where best practice and learning were shared between managers. The way care and support were delivered was always under review with any advice or learning aimed at improving outcomes for people, adopted by the service. The registered manager told us, “If a GP or other partner says we must do things a certain way, we will. And I will go to handover meetings to relay the message.” They added, “I look to protect what I have. New people coming to the service must be compatible, must fit in with those already here.”

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 registered manager kept themselves up to date with changes in developments in health and adult social care. Key changes and messages were cascaded to all staff. The registered manager had completed management and leadership courses and when available attended registered manager forums where best practice and learning were shared between managers. The way care and support were delivered was always under review with any advice or learning aimed at improving outcomes for people, adopted by the service. The registered manager told us, “If a GP or other partner says we must do things a certain way, we will. And I will go to handover meetings to relay the message.” They added, “I look to protect what I have. New people coming to the service must be compatible, must fit in with those already here.”