Advance Healthcare- Trinity Apartments

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

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 good. At this assessment the rating has remained good.

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 registered manager aimed to provide safe, caring, and effective care, supported by an open-door policy. People, relatives, and staff were encouraged to engage with management through various forums to support service improvement. Staff were positive about management support; one staff member said, “I feel listened to. I find it very easy to speak to the management team. They are always on call and give us advice. They are always there to listen and work on issues we raise and do it promptly.”

Policies and procedures supported a positive staff culture, and staff had access to additional benefits such as free beverages. Systems were in place to regularly analyse feedback, with oversight from head office to drive continuous improvement.

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.

Leaders were actively involved in the day-to-day running of the service. The registered manager said they felt supported by the operations manager and wider organisation, stating, “There are really good processes in place, I feel supported as I can phone manager’s when I need to.” They also had access to regular and bespoke training.

Staff gave positive feedback about leadership, with comments including, “The manager is someone who is easily reachable and approachable,” and “Concerns can be raised at any time.”

Monthly meetings provided opportunities for staff to share views and raise concerns. One staff member said, “As long as communication stays open, issues can be addressed as they arise.” Another added, “I feel the service is doing well to support those in their care.”

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

Processes were in place to enable people, relatives, and staff to raise concerns or share ideas. The registered manager encouraged an open culture, supporting staff to speak up to help keep people safe.

Staff were aware of their right to raise concerns, including with external organisations such as the local authority or the (CQC). One staff member said, “I don’t feel scared to speak. They encourage us to speak up.”

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 registered manager was proud of the diversity in the staff team and demonstrated genuine consideration for people’s backgrounds and experiences. They valued diversity in the workplace and promoted an inclusive and fair culture. They told us, “I ensure staff have respect for each other’s beliefs. I regularly have conversations with staff to accept differences in people. The registered manager gave examples of reasonable adjustments made to support staff in their role. For example, shortened working hours for staff member returning to work following ill health and staff who required additional time to record notes.

Staff had completed training in equality, inclusion, and cultural awareness. Systems were in place to share information effectively, helping staff feel listened to and included.

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 a range of audits in place to support strong governance and effective oversight. Systems were used to regularly review care documentation, medicines management, and the quality of care delivered, with information recorded electronically to track actions and monitor risks.

A structured quality assurance approach enabled the service to identify areas for improvement. Improvement plans were developed and monitored, with oversight from the head office quality team to ensure progress was achieved.

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 worked in partnership with health and social care professionals and understood their responsibility to share information with the local authority and CQC. They also gave examples of advocating for people to help ensure their safety and wellbeing.

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.

The provider demonstrated a culture of continuous learning and improvement, adopting new approaches and tools to benefit staff and people. Staff were encouraged to share good practice; one staff member said, “We share ideas on how to work with residents drawing on staff strengths. My colleagues helped with communication to make sure people have a good quality of care. We can talk to each other, check information on the electronic system, handover to see what has been done. Any questions, we can ask.”

Systems were in place to learn from incidents, safeguarding concerns, complaints, and feedback. Improvement plans were developed with clear actions and timescales, with oversight from the quality assurance team to ensure progress. Feedback from people and staff was regularly sought and used to drive improvements.