Leaf Somerset

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 86 (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. The provider had a clear vision as explained on their website and introductory materials to, “Humanise health and social care by delivering compassionate, person-centred support in the comfort of people’s homes.” This vision was delivered through 3 core values of compassion, impact and community. A staff member said, “I think it does really well on its intention and compassion.” The organisations values were integral through the recruitment, induction and training processes. They were also included in the welcome pack and statement of purpose. A staff member said, “I think there is a positive culture, they are very organised, very supportive of us.”

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. The service had a clear staffing structure with designated roles and responsibilities. Leaders were experienced and passionate in delivering person centre care to a high standard. A staff member said, “The managers understand and support staff.” A health and social care professional said, “Management has maintained a strong and visible presence, demonstrating professionalism throughout.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Systems were in place for staff to use in speaking up including, supervisions, staff meetings and surveys. A system was in place for staff to raise any issues anonymously.

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 provider had an equality and diversity policy which underpinned equitable treatment of service users and staff. A staff member said, “Staff come from different backgrounds, and they respect our individual beliefs.” Staff had received training in equality and diversity. Staff told us they were supported by their colleagues. Where staff expressed different viewpoints, for example, around people’s care and support. All input was welcomed and respected.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. Effective governance systems frequently assessed and reviewed the quality and safety of the service. The service had a comprehensive action and development plan, linked to findings from audits, to ensure continual improvement. Actions were grouped and assigned to senior leaders for oversight and completion. A proportionate approach to managing risk enabled creative ways of supporting people to be considered. The service could demonstrate positive impacts for people they supported. A health and social care professional said, “I have found Leaf Somerset management team to be efficient, diligent and person centred in their approach to [Name of person] and the family.”

Relatives told us managers were available and responsive. A family member said, “I communicate with managers about anything that comes up. They always respond, I am very happy with the service.”

Notifications were submitted to the Care Quality Commission (CQC) as required. The registered manager understood their responsibilities under the duty of candour, which is a legal requirement for health and social care providers to be open and transparent when things go wrong. Records and data were stored and managed confidentiality and securely.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. The service worked in partnership with other professionals and had positive working relationships. The person the service was supporting was always at the centre, with a focus on the staff team and wider network providing a consistent and effective approach. Regular multi-disciplinary meetings were held to ensure information was shared and communicated. This enabled prompt changes in people’s care to occur when needed. A health and social care professional said, “Their communication with the multi-disciplinary team is very good and they respond to queries quickly.”

The provider’s focus was on effective communication, ensuring professionals and families received accurate, timely information to prevent negative impacts on care. A health professional noted communication was, “First rate.” A strong emphasis on teamwork fostered person-centred care, enabling the service to address issues promptly and adapt to changing needs. The maintenance of consistent routines further supported positive outcomes for individuals. The provider organised social events to bring people, staff and families together in different locations and various times of the year.

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. They actively contributed to safe, effective practice and research. Leaders embedded evidence-based practice of working with people with a learning disability and autism within the service. The provider was creative and person centred in its approach. For example, embracing the use of technology with people. A health and social care professional said, “Leaf Somerset have considerably impressed me in many areas.”

The provider focused on enabling people to live a full life. Robust governance and risk management systems ensured people were safe, explored experiences which enhanced their wellbeing and had the opportunities to develop. The service had an action plan which identified areas to continually advance, improve and share learning. A comment from a recent survey said, “The manager has visited regularly to discuss how things are progressing and the plan moving forward which has been fantastic.”

The provider had successfully supported a person by working with external professionals, creating bespoke staff training and introducing calm, person centred routines whereby some behaviours significantly reduced.

Staff were involved in regular meetings to share feedback and contribute to improvement. This enabled staff to share what was working well and where strategies could be more effective. This had a positive impact for people as changes were made consistently and promptly. A staff member said, “We have meetings and time to explore different things, if someone needs have changed.” Surveys were conducted by leaders with people, relatives and stakeholders. Findings were analysed and included into the service’s action plan to ensure developments were made. A relative said, “They are always asking for feedback, and do send out a questionnaire.”