Acer Mews

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 required 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 based on transparency, equity, equality, human rights, diversity and inclusion, engagement, and an understanding of the challenges faced by people and their communities.

The provider had clear values for the service, and these were reflected in information displayed throughout the home. The values were also embedded in staff meetings and plans for service development. People spoke positively about the improvements being made across the service and the stability created by having a consistent management team. Staff told us they were clear about the direction of the home and spoke positively about working at the service.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support. Leaders embodied the culture and values of the organisation and demonstrated the skills, knowledge, experience and credibility needed to lead effectively. They acted with integrity, openness and honesty.

The registered manager had recently moved from another service and had settled into the role quickly. Staff spoke positively about the service and were confident the registered manager would take action when required. Feedback from people and families was also positive, with many describing the registered manager as visible and approachable.

The provider fostered a positive culture in which people felt able to speak up and confident their voice would be heard.

There was an appropriate system for managing feedback, including concerns and complaints, and the provider investigated and responded when issues were raised. Families spoke positively about the registered manager, with one relative telling us, “The registered manager is not dismissive; they listen and are very approachable.”

Staff were confident raising concerns and felt assured that appropriate action would be taken to address any issues identified. Policies were in place to support both people and staff to speak up. The provider also carried out surveys with people, families and staff to gather feedback, and this information was analysed and used to identify areas for development.

The provider valued diversity within their workforce and worked towards creating an inclusive and fair culture by promoting equality and equity for all staff.

Staff told us the provider was flexible in their approach to workforce diversity and that they felt well supported in their roles. The provider had several initiatives to promote staff wellbeing, including an equality and diversity champion and a mental health first aider. There were also employee awards in place, and staff reported feeling valued and appreciated.

The provider had clear responsibilities, roles, systems of accountability and effective governance arrangements. These supported the delivery of good‑quality, sustainable care, treatment and support. Leaders acted on reliable information about risk, performance and outcomes, and shared this securely with others when appropriate.

A range of systems was in place to monitor the quality and safety of the service. Various audit tools were completed on a regular basis to ensure effective oversight. Where areas for improvement were identified, action plans were developed and followed up to ensure progress was made and improvements became embedded.

The provider understood their duty to collaborate and work in partnership so that services operated seamlessly for people. They shared information and learning with partners and worked collaboratively to drive improvement.

The provider worked with community services, and the activities team supported people to follow their interests and engage in a wide range of meaningful activities. This included supporting people to visit local places of interest such as museums and to access the community for shopping. Plans were also in place to create a community café within the service, and we will review the impact of this development at the next inspection.

The provider focused on continuous learning, innovation and improvement across the organisation and wider system. They encouraged creative approaches to delivering equality of experience, outcomes and quality of life for people, and actively contributed to safe and effective practice.

The provider was committed to driving improvement and ensuring lessons were learned. At the time of our visit, work was underway to explore a technological system designed to reduce the frequency of welfare checks needed when people were sleeping in their rooms. The provider also held listening events and regular meetings for people, relatives and staff, giving them opportunities to share ideas and suggestions for improvement.