St Aidans

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 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.

The registered manager discussed how they engaged the staff team to support their shared direction. Staff were very positive about the management team and felt engaged and involved. Comments included, “(I know the visions and values of the service), there is a good culture.” Regular team meetings took place. A range of information including good practice and lessons learned were shared at meetings as well as providing an opportunity for staff to provide feedback, submit ideas and ask questions. Senior staff in the organisations recorded a Vlog (video blog or video log)that was shared with the staff to provide updates and good practice news to support improvements in services. The registered manager celebrated staff success with the provider who encouraged a ‘thank you Thursday’ where staff could feedback about the positive impact that the staff team had on St Aidans. Up to date policies and procedures were available to the staff to support them in their role.

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 of the staff were complementary about the registered manager and senior team. They told us they were visible, supportive and open. They said, “Yes the (registered) manager has the appropriate knowledge and experience to lead our service” and, “[Regional manager] is brilliant since [person] started.”

The registered manager was an established leader who understood their roles and responsibilities and how this impacted on ensuring the team worked together and supported good care delivery to people. It was clear open and kind relationships had been developed between all of the staff team and the management.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they were confident with the management and felt able to speak up, and that their views would be listened to. Comments included, “We are able to speak up and we are listened to.”

There was an open-door policy, this was confirmed by both staff and the management team. Team meeting minutes included information about areas discussed and the service described how they engaged with people and families at all stages of the assessment, transition and people’s placements to ensure their stay was a positive experience for them. Regular surveys were undertaken with the staff team; there was evidence of what actions the senior team had undertaken as s result of the findings.

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.

All staff felt valued in the service and were aware of the role they played in supporting people. We saw positive kind and caring interactions between all of the staff team and the management team. Consideration was noted to ensure people’s diverse needs and that staff were treated fairly.

The registered manager told us, “Everyone (staff) are supported the same. People were supported with religious prayers. There are policies and procedures are in place and Blackburn with Darwen (provider) is an equal opportunity employer. We have equality and diversity training available to all staff and people.”

A range of up-to-date information, policy and guidance was available for all of the staff to access to support them equally in their roles.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Records in relation to audits and oversight of the service required improving. Whilst regular checks were undertaken these were basic in their content and relied heavily on a tick box check system. More detail was required to demonstrate what was being reviewed and the findings from these, including any actions that maybe required as a result. The management team told us this was being worked on as it had been highlighted as an area for improvement in recent quality checks.

A statement of purpose was in place and business contingency plans had been developed to support the service in the event of an emergency. Notifications were being submitted to CQC as required. Information was being stored securely.

There was a clear management structure in place, and all members of the staff team understood their roles and responsibilities. All of the staff team were positive about the management and the support they provided. Staff told us about positive relationships with the management and felt listened to.

Senior members of the management team were present on site and supported the registered manager as part of the assessment process. The registered manager openly discussed recent assessments by the local authority and external partners.

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 with a range of professionals both before and as part of people’s experiences in the service. The supported and enabled people to have their own personalised experience whilst visiting short breaks service. There was a range of opportunities available to people in the community tailored towards people living with a learning disability.

People told us where professionals were involved in the care of the person. Professionals provided positive feedback about St Aidans and working with them. Staff and the management discussed the involvement of partners in people’s care where this was relevant and linked in with services as part of assessment and transition.

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.

A range of training, supervision and checks were ongoing to ensure staff were skilled and supported to provide a fulfilled life and good care to people whilst staying in St Aidans.

The management team were taking action to improve based on the findings. Evidence of lessons learned was seen. The information about how these were shared were at times basic and would benefit from more detail to ensure improvements were embedded and understood by all staff.

The management discussed how they focused on continuous learning and innovation. This included how they support people with communication to support people to make independent choices and proactive working in relation to peoples transitions in preparation for placements at the service and engaging in the local areas in schools and the wider community.

A range of policies and guidance was in place. These were up to date and included links to national guidance. The registered manager told us all staff had access to these to support them in their role.