Astbury View

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 requires improvement. At this assessment the rating has changed to 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 provider shared their vision with us to create an environment where people were celebrated, supported, and empowered within an inclusive community. The registered manager told us they worked to create a culture where people could live a happy and fulfilled life with individual choice and control at the centre of the approach. Staff confirmed the culture at the home was based on equality and ensuring people had choice and control. Observations and records supported what we were told.

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 supported in their role by the provider and a deputy manager. Staff told us they felt the management team were approachable and supportive. The registered manager was aware of the responsibilities of their role and described how they ensured staff had the skills and knowledge to support people effectively.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a policy in place to ensure staff were able to raise any concerns. Staff were aware of the policy and described feeling comfortable to raise any concerns. A staff member told us, “I would raise any concerns about people straight away and I believe these would be addressed.”

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 provider had policies in place to support equality and diversity in their workforce. The provider described systems in place to ensure all staff received regular training in equality and diversity and how this was discussed regularly in supervision and staff meetings. Staff confirmed they felt included and supported in their role.

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 in place to ensure people received good quality care. Regular audits were undertaken to identify areas of improvement and ensure actions were taken. These included alerts about actions needed within the electronic care planning system, regular checks on medicines systems, peoples dining experience, and a health audit. These resulted in action plans which were put in place to drive improvement. Partners told us they found audit findings and feedback were used to identify areas for improvement, with actions taken where required. The process included the provider having oversight of any issues identified and ensuring staff had the support and additional training to address these, with ongoing monitoring in place.

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 told us they worked in partnership with other agencies. Partners confirmed this was demonstrated when individual care plans were reviewed. A partner told us during an external audit of the service, “The provider was open, transparent, and responsive, demonstrating a positive approach to working collaboratively with external stakeholders to achieve positive outcomes for people using the service.” Records we saw supported what we were told.

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 told us they had regular workshops for staff to engage in face-to-face learning opportunities to discuss key topics. The provider said this helped to ensure people benefited from improved quality of care. Partners confirmed there was a positive learning culture in place, with a range of systems in place to ensure continuous learning. We saw the provider had a range of systems, including audits, safeguarding systems and effective analysis of accidents and incidents, which led to action plans for improvement.