Bury Council - Falcon & Griffin Extra Care Scheme

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.

The registered manager had the relevant skills, knowledge, and experience to effectively lead the service, which they did so with integrity.

The service aimed to give people consistently good care, and staff worked effectively together to achieve this.

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.

Staff felt there was an ‘open and supportive’ culture within the service. Staff felt the registered manager and senior staff were supportive of them on both a personal and professional level and were compassionate to their individual needs. Staff told us, “Manager like I have never known, always there or on the other end of the phone”, “Gives great advice and support, has the answers”, “Can’t praise her enough, very supportive” and “Very confident in the management team.”

Feedback from people and their relatives was also complimentary of the management and leadership of the service. Comments included, “I would recommend the team at Falcon and Griffin in a heartbeat. To those who supported [person], it wasn’t a job, it was a vocation” and “Overall, I have been very impressed with the quality of care and the commitment shown by [registered manager] and her team.”

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

Staff told us they were able to speak out and share their views and ideas about the service. Staff were aware of the whistle-blowing procedures and felt confident in raising concerns. We were told managers listen and act on information shared. One staff member told us, “We have a good system in place, I'm not afraid of speaking up if something doesn't seem right. Managers are reactive and responsive, they do take on board what we tell them, and any learning is fed back to us as individuals and as the team.”

Opportunities were also provided for people to share their views about the quality of the care they received. Tenant meetings were held and satisfaction surveys distributed. These were being developed to help gather more information about people’s experiences.

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.

Staff told us they were treated well and worked well together. Staff said they were actively involved through staff meetings, and there was an open-door policy where they felt able and confident that their concerns and ideas would be heard. Staff told us, “Lovely place to live and work” and “Good group of staff who go above and beyond”.

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.

Systems were in place to evidence effective management and oversight of the service. Audits and checks were completed to monitor the service. In addition, senior managers completed a monthly performance report summarising all areas of the service and where any action is required. Feedback from an external professional included, “Their oversight of the service is robust, with clear systems in place for monitoring quality, safety, and staff performance. They are transparent in their communication and take accountability seriously, which fosters trust and confidence among professionals and families.”

The service was currently introducing a new electronic care planning system. It was anticipated this would improve managers’ ability to effectively monitor the quality and safety of the service people receive.

The registered manager understood their responsibilities in relation to their regulatory requirements around notifiable incidents.

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 service worked closely with a number of housing and social care professionals and welcomed their advice and support in meeting the needs of people using the service.

Feedback from professionals was overwhelmingly positive about the management of the service and the effective working relationships that had been established. Comments received included, “The management team at Falcon and Griffin are highly visible, approachable, and committed to excellence. My team has found them to be open to feedback and willing to work collaboratively to resolve issues or improve practice” and “There have been several instances where the management team have gone above and beyond to support people and families, particularly during times of crisis or transition. The leadership team consistently demonstrates compassion, professionalism, and a strong sense of responsibility.”

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.

The provider was exploring how the service and experience of people could be enhanced with the use of specialist equipment to meet their physical and sensory needs, whilst enabling people to remain as independent as possible.

Managers and staff recognised the importance of continuous learning to ensure they maintained person-centred and safe care for the people they supported.