Crawford Gardens

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 good. At this assessment the rating has remained 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.

Managers were visible, understood their responsibilities, and were actively involved in supporting people and promoting a culture of openness. Services across the organisation worked collaboratively and shared ideas to promote consistency and support ongoing learning.

Staff were aware of the provider’s values and strategy, which were reinforced through meetings, ongoing training and induction.

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.

Feedback received from people, staff and their families about the management team was positive. Leaders were visible, consistent, and familiar with people’s needs, with some having progressed within the organisation, which supported continuity and stability. Throughout the assessment, leaders demonstrated compassion, emphasised staff wellbeing and discussed the importance of professional development and progression.

Feedback included, “The manager is very approachable and we feel listened to, easy to get hold of very flexible, communication is excellent.” Others commented, “The manager has been a massive help to me,” and “The manager has been very supportive and understanding.”

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

Staff told us they felt confident to raise concerns with the registered manager and appropriate action would be taken. The provider had processes in place to support open communication, including regular supervision sessions and team meetings, which offered staff opportunities to share feedback and raise any concerns.

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.

Staff told us they felt treated fairly and valued in their roles. The provider had policies in place to support equality, diversity and inclusion. They also recognised and celebrated significant events throughout the year, such as International Women’s Day and Pride Month, which supported an inclusive workforce culture.

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 governance systems in place to monitor and improve the quality of care provided. These systems ensured leaders at all levels, including senior managers, maintained effective oversight of the service. Through regular audits and analysis of incidents, the provider identified areas for improvement and implemented action plans where required.

The registered manager understood their responsibilities, including the requirement to notify the Care Quality Commission (CQC) and other relevant agencies of significant events.

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 service maintained strong working relationships with the housing provider and jointly organised activities for people, including coffee morning and group events, often involving the local community. At the time of the assessment, the service was in the process of planning a garden party that would include local services, community members, and partner organisations.

The provider has also developed a new partnership with a local tennis organisation which aimed to promote inclusive physical activity opportunities such as table tennis, sensory tennis and inclusive tennis.

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 received regular supervision and had opportunities to share their views through team meetings. The provider used learning from accidents and incidents to drive improvements in the quality of care. Governance processes supported ongoing monitoring, and action plans were in place to address identified areas for improvement. Regular analysis identified themes and trends, and the provider demonstrated how they had taken action in response, often working collaboratively with other professionals and seeking support from external partners, such as the local authority.

The provider responded positively to feedback provided throughout the assessment.