Cocklebury Farmhouse

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 had developed their values statement in a joint exercise with people, staff and other stakeholders. The values statement set out what people should expect from the service and the way it was provided. Staff told us the management team demonstrated the provider’s values in the way they worked, ensuring the service was applying the values of Committed, Accountable and Positive. Feedback from staff included, “The culture and values of the company are put into practice every day by staff and managers at all levels.” The provider’s values and how they were applied was discussed in staff meetings and appraisals.

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.

At the last inspection we found improvements were needed to the skills and knowledge of the management team. At this inspection this had improved. Members of the senior management team had completed higher level qualifications in Inclusion in relation to people with learning disabilities and autistic people and Positive Behaviour Support. Senior managers had used this learning to review the way the service was working and plan improvements.

Staff told us the management team were knowledgeable and provided them with the support they needed to do their job well. Comments from staff included, “We are always able to get hold of a manager and they will come in to help if needed. We get the support we need” and “The directors role model behaviours and set the tone for the company.”

Visiting professionals were positive about the management of the service, with comments including, “The senior leadership team demonstrated a strong commitment to providing safe and effective care for the people they support and a positive work environment for staff.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The service had speaking up procedures which staff were able to access if they needed. Details were shared with staff during their induction, staff meetings and supervision sessions. Staff told us they knew how to raise any concerns and were confident managers would listen to them and respond.

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 processes for staff to request flexibility in their work patterns, for example to enable staff with caring responsibilities or those with health conditions to remain working. Staff were aware of these processes and told us they felt supported by the management team. One member of staff told us their working pattern fitted around their other responsibilities. Another member of staff said they had changed roles due to other commitments, which had enabled them to remain working.

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.

At the last inspection we found governance systems were not always effective at identifying areas for improvement. At this inspection this had improved. The management team completed a range of audits, surveys and observations of staff practice to monitor the quality of the service. The provider had commissioned external reviews of aspects of the service provided, such as an independent health and safety audit. The provider also worked with the local authority commissioning team to review the quality of the service provided. These systems demonstrated shortfalls were identified and actions were taken to make improvements where needed.

The management team held an annual planning session, where they developed a long-term strategic plan for the service. The plan included a focus on Positive Behaviour Support, Inclusion and employment opportunities for people living at 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.

Managers told us they worked in close collaboration with a range of professionals to help make sure people received continuity in their care. Examples included working with a dentist to support a person who had historically found accessing dental care very difficult, work with the psychiatrist to reduce people’s medicines, and working with occupational therapists to support a person in relation to their mobility. The provider had also worked creatively with a local college to build an educational curriculum that met people's needs and worked in close partnership with a mixed ability rugby team. This enabled people to overcome barriers and access health, educational and social opportunities.

Professionals gave positive feedback about working in partnership with the service to meet people’s needs. Comments included, “The Cocklebury team were always open and appreciative of any ideas and feedback I provided following my meetings with them” and “There has been good joint working with the community learning disability team. Communication is readily facilitated and the service are always responsive.”

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.

Systems for monitoring standards of support people received were used to identify areas of improvement and ensure lessons were learned when needed. This included regular audits and quality assurance checks. The management team had established links with other providers and specialist organisations, which was used as an opportunity to benchmark their service, share learning and make improvements.