Strafford 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 thisassessmentthe rating hasremainedgood. 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 79 (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 vision and values of the service were well understood by the staff team, who shared a common goal of supporting people to live their best lives. The registered manager led by example and empowered both staff and people to achieve positive outcomes. The provider promoted a collaborative and supportive culture that valued and recognised staff contributions. Staff spoke passionately about delivering good care and described a strong sense of shared purpose across the organisation.

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 registered manager was knowledgeable about issues and priorities for the service. They understood their responsibilities and were supported by the provider enabling them to deliver good, effective, high-quality care. The service promoted learning and development to all staff. They kept up to date with all relevant changes and communicated these effectively to their team. One staff said, “There is really good morale and togetherness in the team.” Another staff said, “[The registered manager] is lovely and if I had to raise any concerns responsive action would be taken.”

The provider fostered a positive and open culture where people felt confident to speak up and knew their voices would be heard.

Staff were regularly given opportunities to share their views and drive improvement through team meetings, supervision sessions, and staff surveys. Those we spoke with told us they were confident their feedback was listened to and that action was taken in response.

Managers operated an open-door policy, meaning people, staff, and families could approach them at any time with concerns or suggestions. Staff meetings encouraged open discussion, and managers acted on feedback where appropriate. People were also supported to express their views about their care, and staff helped them provide feedback on what mattered most, ensuring their input led to positive changes.

The provider valued diversity within the workforce and promoted an inclusive and fair culture by improving equality and fairness for all staff.

Staff spoke positively about working at Strafford House and said they felt respected and valued. They told us they were supported in their professional development and had access to robust training and opportunities to develop their knowledge and skills.

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.

The provider had a robust governance framework that ensured the service operated to the standards expected by the organisation. Audits were detailed and focused on improving quality and outcomes for people. Action plans were used effectively to address any concerns and identify opportunities to further enhance the service.

The registered manager carried out regular checks to ensure people were supported appropriately, staff were fulfilling their roles, and the environment was safe and well maintained. Any issues identified were dealt with immediately. The service was also monitored outside normal hours, and the provider’s internal audit team completed periodic audits to ensure standards were consistently achieved.

The registered manager had a visible and active presence within the service. Rather than managing from an office, they worked alongside staff and were involved in the day-to-day support of people. Staff told us this approach created a strong sense of teamwork and unity, with everyone working together towards the same goals. They described the manager as approachable, supportive, and leading by example, which helped maintain a positive and inclusive culture across the service.

The direction and delivery of the service were shaped by the people who used it. People were empowered to take an active role in how the service was run. For example, one person’s interest in sustainability had been developed into a role where they reviewed environmental practices within the service. As a result of their feedback, the provider began to place greater focus on environmental sustainability in daily operations.

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.

Staff and the management team were open and transparent, and they collaborated with all relevant external stakeholders and agencies. The service worked in partnership with health and social care professionals to achieve good outcomes for people. The registered manager told us that they were able to phone healthcare professionals to ask for advice or request a visit because they had built a positive working relationship, and this resulted in better outcomes for people.

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 quality framework to monitor regulatory compliance and the quality of the service. Service managers regularly me to share best practices, this supported shared learning and creative problem solving. The registered manager told us how they were continuously reflecting on the service and the actions of staff, to ensure people were provided with the opportunities to live their lives to the full.