Potters Green

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. This is the first assessment for this newly registered 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.

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’s values of fun, integrity, success, and responsiveness were actively promoted by staff who were values champions encouraging the provider’s vision.

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. People and relatives said management was approachable and listened to them, but sometimes felt necessary actions were not taken. We raised this with the management team, who provided examples of how they addressed concerns.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistleblowing policy in place and encouraged staff to raise concerns. Staff were able to raise concerns. One staff member said, “We maintain a strong safeguarding culture where concerns are acted upon promptly. Staff are encouraged and supported to report any issues through our open-door policy or formal whistleblowing procedures.”

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. Through staff training and supervision, routine discussions took place around dignity including protected characteristics. Leaders felt that by engaging in conversation about equality and diversity on a regular basis as part of the way they worked, staff will be better equipped to provide support to people with protected characteristics.

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. Regular reviews of records, accidents, incidents and feedback from people and staff was used by the management team to ensure the service was providing good quality care.Leaders shared any learning with the staff team and looked at ways to improve the service. The electronic care planning system was effective, providing the management team with up-to-date information about people’s care, governance and staff.

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. Staff and leaders ensured people received ongoing support from external health and social care professionals. Staff and leaders ensured their guidance was followed to ensure people received joined up care. For example, local GP surgery staff did weekly walk rounds at the home, and the provider’s nurses worked well with them. People were supported to be part of the local community. Recently people, relatives and staff had taken part in a litter pick to give something back to the community.

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. Staff and leaders worked together with the aim to make ‘everyday better.’ Staff were involved in learning and supported to understand what went wrong and what could be improved. People were involved in how the service run. Staff and leaders supported people to be ‘service user ambassadors’ wherever possible, encouraging them in suitable roles such as including showing people around the home and interviewing potential staff members. The service user engagement lead had been working with the activities coordinator to look at ways people could express their views and how the provider could assist them to do this.