Compton House

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 requires 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. 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.

Processes were in place to promote equality and diversity for people and the staff team. We reviewed the provider’s statement of purpose which clearly set out their values.

The registered manager told us, “Our values include looking at how people are, how they are supported, what a good life would look like, where they live, and how they can live the life they choose to live. We do training with staff, and we discuss in team meetings.”

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.

A professional told us, “There is a high level of understanding of individual needs of people. There are engaged and supportive staff. The staff are keen to ensure all people have a good session experience. When a person is struggling, staff support the individual through this with care and compassion. Dignity is always respected, and people are supported with their individual needs.”

A staff member told us, “The manager has a good oversight of risks. The manager works with people to manage and understand risks by thinking all together so that care meets their needs in a safe way. The manager also respects people's choices and supports them to make choices about their care.”

We observed the registered manager to be supportive to both people and staff and was motivated to ensure the people living in the home were living their best lives.

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

People living in the services were asked for their views and were given the opportunity to speak up on a daily basis both informally and in meetings. The registered manager told us action plans were devised from these conversations. This meant people’s views were listened to and drove improvement.

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 felt supported to give feedback and were treated equally, free from bullying or harassment. They told us they had access to relevant policies.

The registered manager told us about the organisations flexible working policy which meant staff could apply for adjustments in their work to be made if needed. They gave examples of when this had happened in practice.

Improvements had been made following our previous inspection. 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.

Staff understood their roles and responsibilities. Staff and the management team understood the importance of reporting any changes to people’s wellbeing. They kept detailed records of the support people had received.

Governance processes were effective in monitoring and improving the service. This included audits in relation to IPC, health and safety, and medicines.

There were security measures in place to ensure all paper and electronic information was stored safely and securely. The provider submitted information to partner agencies when 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.

Professionals, staff, and the registered manager shared with us positive examples of collaborative working in partnership. One professional told us, “They work well to communicate concerns, people’s needs and possible changes with me, and they support and encourage interaction with people in a way which minimises their anxieties.”

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.

We reviewed evidence in team meetings, audits and quality assurance surveys which assured us learning was embedded, and the provider was continually striving to make improvements.

The provider had worked effectively to complete their action plan following their previous inspection. They had made the required improvements to meet the regulations and had maintained these improvements at the time of this inspection.

The registered manager shared with us several ideas of how they wanted to improve people’s experience, this included being involved in an NHS pilot scheme relating to the monitoring of people’s health.