Accede Support

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 71 (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.

People's quality of life was enhanced by the service's culture of improvement and inclusivity. There was a strong person-centred culture that valued the individual and involved people in making decisions about their life.

The provider had a clear Statement of Purpose and vision and strategy for the service which the leaders were aware of. Values of the service were important to the leaders we spoke with, and they told us they were incorporated into everyday processes.

The management team's primary focus was to develop people's skills and confidence and provide them with the tools needed to live more independently. The registered manager was passionate about intensive interaction. They told us, “Intensive Interaction restores power to individuals who’ve often been overlooked, and that shift from isolation to engagement is profoundly motivating.” This was evidenced in examples where people's lives had significantly improved. Examples demonstrated that people's lives had significantly improved for instance, one person, who had previously experienced high levels of anxiety and struggled to cope with changes to their routines. The staff worked with other health professionals, and a consistent communication approach was implemented. As a result, the person enjoys activities they have never experienced before."

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 management team had the skills, knowledge and experience to perform their role and a clear understanding of people's needs and oversight of the services they managed.

Staff knew and understood the provider's vision and values and how to apply them in the work of their team. Strong working relationships had been developed amongst all managers and senior staff who showed a high level of experience and capability to deliver excellent care.

Overall, the provider fostered a positive culture where people felt they could speak up and their voice would be heard. The majority of staff commented on how the management team were supportive and approachable However, others said they did not feel managers valued or listened to them.One staff member told us, “I do feel comfortable raising concerns with my manager, they’re approachable and take concerns seriously, open communication is encouraged.” Other staff said they felt there was lack of consistent support and resources, placing an unacceptable financial burden on staff. They said that communication from the office staff often felt intimidating. We discussed these concerns with the registered manager.

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.

Leaders had a focus on diversity and inclusion. Leaders fostered a culture of acceptance and embracing different cultural beliefs with the staff team and people using the service. Protected characteristics were respected and plans put in place to ensure there was a zero tolerance to discrimination. Staff had received training and knew how to recognise discrimination within the workforce.

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.

Overall, staff and people’s relatives told us they felt the service was well managed and said the registered manager management team were very approachable and supportive. The provider had robust systems in place to monitor quality and ensure people received person centred care. Audits and monitoring supported the management team to independently identify and address shortfalls or improvements. Lessons were learned and shared with staff where required.

People received care and support in accordance with the principles of ‘Right care, right support, right culture’ guidance. People whose records we reviewed had recently reviewed support plans, risk assessments and positive behaviour support (PBS) plans in place. People had access to a staff allocation sheet so they could see which staff members would be supporting them.

The service clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborate for improvement.

The manager told us they worked with social care and health care professionals to improve the service provided to people and to ensure a consistent service was received. Where people had contacts with health professionals, the recommendations for care and the outcomes were included in care plans to ensure people’s care needs were being met consistently.

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 provider had a clear vision for the direction of the service which demonstrated ambition and a desire for people to achieve the best outcomes possible. Staff were complementary of the providers' drive to continuously improve the service for everyone involved.

The registered manager and staff told us they regularly had the opportunity to discuss people's care, any changes and learn lessons from how care was delivered and incidents they had learnt about from training or research.