St Mary’s Team Care

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.

During their induction new staff learnt the provider’s vision, mission and goals. These were reinforced through team meetings, supervision and appraisal and documented in the staff handbook. This meant staff were familiar with the provider’s values.

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.

Staff told us they were happy in their work. One member of staff said, “Working here is good. I get to help people.” Staff told us they felt supported by the provider. One member of staff said, “I feel supported. They [the registered manager and care coordinator] contact me regularly and visit me at people’s homes.”

The provider supported managers and staff with their professional development. In addition to mandatory training, staff and managers were offered the opportunity to join a mentoring programme to develop their skills and knowledge.

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

The provider promoted an open culture. People and staff told us they felt comfortable sharing their views. One relative told us, “I always receive a prompt response from the office, and I find them enormously flexible as we have changed the requirements.” One member of staff told us, “There are always discussions and people, and relatives say what they think.” A second member of staff said, “I share my views. The managers are receptive.” This meant the provider had created a culture within which people, relatives and staff were confident their voices would be heard.

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.

People received their care and support from a diverse workforce. Staff came from a wide range of national, cultural, religious and linguistic backgrounds. This meant the provider was able to match and meet the diverse needs of the people they supported

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 registered manager and the nominated individual checked the quality of care and support people received. The quality assurance systems in place ensured that regular audits were carried out. These included checks of care records, staff training, medicines records, infection prevention and safety checks. When shortfalls were identified the provider developed actions plans to address them. Progress against action plans was monitored by leaders to ensure the timely and satisfactory completion of tasks.

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 provider worked in partnership with other organisations to meet people’s needs. Referrals were made to a range of healthcare services and professionals when required and staff worked collaboratively with them. The provider ran a day centre that some people attended and worked closely with a number of local charities. This meant that people’s social needs were promoted.

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 promoted a culture of learning. The registered manager and nominated individual worked with staff to review accidents, incidents, care reviews and quality checks. This created a shared learning approach as a driver for continual improvement. As part of the provider’s programme for innovation, the process for migrating all care records from paper to digital was underway. This meant that greater oversight of recorded care and support was taking place.