ABI Homes - Roman 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 good. At this assessment the rating has changed to requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.
The service was in breach of legal regulation in relation to governance at the service.
 

This service scored 62 (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. Overall, people experienced a positive culture with their day-to-day experiences of the care and support they received.

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. The registered manager was visible in the service. People and relatives told us they knew who the registered manager was and would feel confident to raise any concerns with them. A relative said, “The leadership team is good, they are approachable.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. One staff member said, “I would be comfortable to go to [Registered manager] right away and know I can go higher if I need to if I have any concerns.” Relatives told us they felt staff would speak up if they had any concerns. One relative told us, “The carers really care for [person] and speak up when something is not right.”

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. Equality and diversity training was in place and completed by all staff in the service.

The provider did not always have good governance systems in place. We identified concerns related to medicines, IPC, environmental safety, care planning and managing risk. Although there was evidence of external professionals being involved in people’s care planning, where advice was given or changes made to people’s care, this was not always documented clearly in people’s care plans. For example, where people’s medicines had changed. The provider was responsive to our feedback and took immediate action to make improvements. We will check for sustained improvement at our next assessment.

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. For example, the local G.P and psychiatric team. This meant people received the right support, from the right people, at the right time, improving their health outcomes.

The provider focused on continuous learning and improvement across the organisation. The registered manager and senior leaders were present during our inspection. They were open to feedback throughout and were keen to drive positive change in the service. Whilst we identified concerns as noted in our report, the provider acted swiftly to address these areas and developed a comprehensive action plan which incorporated learning from these mistakes to drive improvement both in the service and across the wider organisation.