Avalon Northallerton Services

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 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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Staff and leaders actively monitored and anticipated current and future risks to delivering the strategy, including relevant local factors. Board and management meetings were comprehensive and meaningful. The provider reviewed and discussed developments in the national health and social care landscape. The provider then considered how this might impact the service they provided, what they could do to support health and social care initiatives, and how they could mitigate any potential risks. The provider had clear strategic goals and clear plans to achieve these.

The staff team was happy and expressed pride about working for the provider. Staff knew the provider’s visions and values, were consulted in the creation of these, and stood by these in their day-to-day roles. Staff feedback included, “I think Avalon have great values and create a friendly service where people are happy and are encouraged to be part of the community”, “Staff meetings are helpful and give a good oversight into the development of the company”, Anyone who knows of Avalon will know it is a nice company to work for, well led and supported.”

There was an excellent culture amongst staff, with staff consistently referring to the importance of the provision of person-centred care and what this meant to them and the people they supported. Staff were knowledgeable and competent, and thought about what things they could do to provide people with fulfilling, meaningful and happy lives. The management team promoted this culture effectively to the staff team. Feedback from staff included, “I honestly enjoy coming into work and like my job. I like thinking of new ideas to make customers have a fulfilling day,” and “We are a committed and caring team from the managers down to the support workers; we all muck in where possible to get the job done, all with people at the forefront of our minds.”

People were involved in developing the culture and future strategies of the service; they were able to attend annual conferences and road shows.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

The passion and commitment to the company’s ethos, visions and values, was evident throughout management, from service managers right through to the Chief Executive Officer. Staff spoke very positively about the management team. Feedback included, “The registered manager is friendly to everyone.She is always approachable and listens”, “My line manager is amazing always supporting me in my role and helping me to give the best support we can to people,” and “Management work long hours to make sure that people are supported well.”

Professionals recognised the quality and competency of the management team, telling us “I cannot speak any higher of [service manager], she is a great manager and in difficult times she had never shown any negativity and always tries to see the positive outcome,” and “I find the staff and managers very friendly and passionate about their work and the people they support. I would recommend the service; they are one of my favourite providers to work with.”

The provider had a commitment to investing in its workforce which included the development of the registered manager and the supporting service managers. The registered manager was supported to continue to develop in the role, and was involved in various initiatives, forums and programmes.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff knew how to raise any concerns and told us they confident and comfortable in doing so. Staff feedback included, “I can speak about any concerns and feel supported,” and “The registered manager is very supportive and will always take any concerns we have seriously and will always investigate any issues.”

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 staff team was happy, they felt included and involved with the service. Staff feedback included, “Our team is helpful and happy, if I asked another member of staff advice about something, they would be happy to help”, “Everyone is friendly respectful to each other”, “Avalon listen to staff and support our needs. They are a good company to work for,” and “The managers are approachable and do their best to support all the team.”

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 strong governance systems and processes in place. There were clear lines of accountability throughout the organisation. Specialist committees were established, for example in health and safety, and audit and risk. The committees met regularly to look at the business strategy as a whole, key risks to the business including the quality of support, key performance indicators and continuity plans. Actions were agreed upon, implemented, completed, and reviewed at the next committee meeting to ensure ongoing improvements and sustainability.

There were robust data management processes in place. A project manager had been appointed to lead the implementation of digital care records. They had collaborated with staff at all levels to ensure the implementation was safe and the digital system was compatible with, and promoted, Avalon’s ethos and culture.

A robust system of audits was in place, including random spot checks and business continuity stress tests. Audits were effective and detailed. Actions were identified, acted upon, and regularly reviewed. Information was shared effectively across different levels within the provider, for example with the provider’s quality and compliance team, senior managers, and the board.

Along with provider business continuity plans and risk registers, there were location specific assessments in place. Although actions to mitigate risks were in place, these were balanced and measured so as not to prevent positive risk taking, creativity and innovation.

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 regularly considered how to strengthen links with the community and other organisations, and actions were implemented accordingly. The registered manager was a member of various professional networks which met regularly to discuss and share best 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.

Accidents, incidents, and safeguarding trends were reviewed at location level and senior management level which enabled provider-wide learning to take place, and this also ensured transparency throughout the organisation.

Lessons learnt were relayed to staff in team meetings and supervisions. Staff were actively encouraged to help problem solve and put forward their thoughts and suggestions. This was done through initiatives such as employee forums and case debriefs.