Calvert 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 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 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.

Staff told us there was a culture of collaboration where people and staff are listened to. The registered manager told us, “We work together, I am no different to anyone else.”

Policies were in line with workforce equality and diversity and action plans seen focused on learning and improvement.

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 the staff we spoke with felt supported by the registered manager. They felt the registered manager was visible, available, and modelled positive behaviours. One staff member told us, “[Registered manager] she’s fantastic, knows her job and fab to be around.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The provider had a concerns, complaints and compliments policy and knew how to raise a concern. One staff member told us, “I can speak about anything with [registered manager]. A second staff member said, “There is nothing I don’t feel I can tell [registered manager].” When they had a concern the staff member felt the manager dealt with it, “Perfectly.”

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.

There were appropriate policies to support workforce equality and diversity. Staff told us they felt valued and were confident the registered manager and provider promoted inclusion and equity. They said they had opportunities to share ideas for improving outcomes for people within group and one to one meetings.

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 had systems to ensure internal and external oversight of records and processes took place. There were clear roles and systems of accountability and good governance. These included audits, action plans, workforce planning and systems to manage staff behaviours and performance.

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 worked with healthcare professionals to support people's health and wellbeing. Feedback from clinical specialist included, ‘The staff team have also worked closely with [family member] to ensure a consistent approach to supporting [person’s] health.”

Policies promoted continuous improvement, and the registered manager attended local forums to share learning and develop good practice.

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 and staff supported people to be involved in developing and evaluating improvement and innovation initiatives. The provider had created a quality checker role which was available to people being supported. This allowed people to participate in quality assurance processes using their lived experience, drive improvement and receive a financial reward for their participation.