Creative Support – Brent 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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this service. This key question has been rated 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.

Well-led – this means we looked for evidence that leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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 told us they felt the registered manager worked well in their role leading by example. Comments from staff included, “We are praised when we do things well which is very nice to hear, we feel acknowledged for our good work.” and “I feel supported, any issues the manager will call me in and support me and put me on further training if needed.”

The registered manager and management team understood their roles and responsibilities providing people with a high-quality service. Information and notifications had been sent appropriately to the local authority and the Care Quality Commission when required. There was a range of policies and procedures in place which were followed by the management team and staff.

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

There were systems in place to support people and their relatives to feedback on their experience of the service. This included yearly surveys, phone calls and care plan reviews.

The registered manager organised monthly meetings where people were supported to speak about a variety of issues such as property maintenance, noise pollution, activities and emergency procedures.

Staff understood the whistle-blowing policy and told us how they would report any concerns. They also told us how they would raise concerns outside the organisation if they were concerned appropriate action was not being taken.

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 management team knew each staff member well and understood their individual circumstances. They made reasonable adjustments to accommodate staff needs. Staff told us they felt valued and were part of a good team that involved and supported each other. One staff member said, “Team working is good, and I know I can go straight to managers if I need to because I feel listened to.”

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 monitor the quality and safety of the service. We saw evidence of regular audits being completed to help identify any areas of improvement. Staff training was up to date and the registered manager completed spot checks to help monitor the quality of the service provided. Risk assessments and care plans for people were in place and reviewed regularly.

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 registered manager and staff team had developed positive working relationships with services who supported people. The provider worked closely with healthcare professional including GPs, district nurses, physiotherapists, occupational therapists and the speech and language therapy team. This ensured people’s health and wellbeing needs were met.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

There were processes to ensure that learning happened when things went wrong, for example following an accident or incident. There were regular team meetings where actions following incidents were discussed.

The registered manager promoted reflective practice and encouraged staff to speak up with ideas for improvement and innovation. One staff member told us, “I supported a person to do things differently which made them happier, I fed this back at the handover and team meeting so the team could develop the same approach.”