Bos Y'n Dre

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• 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 improved 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 71 (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 service’s culture was focused on supporting people to live full and for filling lives. Providers knew what was important to people and consistently acted to support people’s independence. People’s dignity was protected and staff valued people’s individual skills and knowledge. Following feedback, the providers began participating in local peer support networks to limit risks associated with closed cultures.

Professionals were complimentary of the service’s approach and told us, “I would have no hesitation recommending Bos Y’n Dre” and “We have absolutely no concerns about [Bos Y’n Dre]”.

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.

Bos Y’n Dre had a registered manager whose roles and responsibilities were clearly defined and understood by people using the service. Staff were dedicated to ensuring people’s needs were understood and met with compassion. Professionals were complementary of the support people received and told us, “We have absolutely no concerns at all and would highly recommend the home from our point of view”.

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

The registered manager spoke daily with both people using the service and immediately acted on any minor issue or concerns reported. Annual surveys were completed and provided an opportunity to formally record their feedback. Response to the most recent survey had been consistently positive.

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 small staff team was well motivated and keen to support people to live varied and interesting lives. However, the provider had no systems to enable them to have time off together. Following feedback, the registered manager began making enquiries with local care service to enable staff to have time off or provide assistance in the event of an emergency.

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 service policies and procedures accurately reflected how support was provided and governance processes were appropriate to the scale of the service. The registered manager ensured accurate care records were maintained and prompt referrals for support made when required. Additional procedures were introduced to ensure all staff training was regularly refreshed and updated following the assessment.

The registered manager knew how to make notifications to the commission if required.

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.

Care records showed external health care professionals were involved in people’s care and that necessary health checks had been completed.

The provider did not always focus on continuous learning, innovation and improvement across the organisation and local system. They did not always encourage creative ways of delivering equality of experience, outcome and quality of life for people. They did not always actively contribute to safe, effective practice and research.

The registered manager did not have effective processes to ensure they remained up to date on current best practice and development in the care sector. Following the assessment the registered manager joined a number of local sector peer support groups to address this issue.