Martin Grange

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 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 registered manager explained that the service’s vision and values were regularly discussed with staff during supervisions and appraisals. They also said that spot checks on staff practice helped ensure these values were being put into action.

Staff completed an induction and training package at the start of their employment with regular refresher training taking place. Staff received training in equality, diversity and inclusion.

Care records showed a clear person-centred approach, with detailed, personalised information about people’s needs, preferences and backgrounds. Altogether, these practices highlighted the provider’s ongoing commitment to creating a welcoming, respectful, and person-centred environment for both the people receiving care and the staff supporting them.

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.

People and relatives were overwhelmingly positive about the management of the service, consistently describing leadership as exceptional, highly responsive, and deeply committed to delivering high quality care. One relative told us, “The care team leader is such a wonderful person: caring, kind with huge attention to detail. I think they lead by example so that this is reflected in all of the staff that have anything to do with [person]. Another relative told us, “All I can say about [care team leader] is that they are a complete superstar, absolutely brilliant I can't give them enough praise. They are so caring and compassionate and knowledgeable, they’re quite remarkable.” They gave an example of when the care team leader had responded when there was a problem with the call system. They told us, “They, and all the staff, came round checking everybody at least once an hour, until they had the system up and running again.”

All staff consistently spoke highly of the support and guidance provided by management. They described managers as approachable, responsive, and readily available to offer advice and assistance whenever needed. This fostered a supportive and empowering working environment. One staff member said, “If we need any kind of support, you can send an email or give [management] a call. They will always listen. I believe they are doing the best they can so we can work together as a team. Clear instructions are given and all the relevant information needed is on notice boards and files with information to do our jobs correctly.”
 

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

There were a range of opportunities for people and their relatives to share their views, including speaking with staff during visits. Regular reviews of care and support were carried out, and the service also conducted routine surveys to gather feedback and ensure people’s voices were heard.

Staff felt confident to speak up, share their ideas, and raise any concerns, knowing that their views would be heard and taken seriously. One staff member told us, “I have my say a lot, but I am an open person and will express my feelings anytime to managers when needed, and I feel I get listened too.”

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 received training in equality, diversity and inclusion. Staff were actively encouraged to share concerns and ideas.

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 effective systems in place to monitor the quality of service being delivered. Audits were carried out periodically throughout the year by the registered manager and care team leader. Action was taken to address any improvements needed. Accidents, incidents and safeguarding concerns were reviewed to help keep people safe and ensure appropriate action was taken.

There was a positive and open culture at the service. There were opportunities for people and their family members to provide feedback on the service.

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 worked in partnership with relevant agencies to ensure people received consistent care.

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 effective systems in place to review accidents and incidents and act on them to improve care if required. This helped to ensure lessons were learnt and shared.

Staff had opportunities to develop and enhance their skills and knowledge through regular training and learning opportunities. A staff member told us, “We receive a lot of relevant training and receive competencies and refreshers regularly.”