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 requires improvement and the provider was in breach of the legal regulations in relation to governance at the service. At this assessment the rating has changed to good and the provider was no longer in breach of the legal regulations. 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 clear shared direction and culture focused on delivering person‑centred care. Leaders and staff understood their roles and responsibilities and worked consistently towards shared values. This promoted a positive and inclusive culture that supported people to have good experiences and outcomes.

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 relative said, “If there are any incidents, we have a good relationship with the manager, they are transparent, informing us with calls and e-mail.” A staff member said, “The manager listens to us, they are very supportive, I feel very free to talk to them.”

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 speak up if they had any concerns. A staff member said, “We have the right to speak up about anything, any issues or concerns. We can just talk to the manager and they will listen.”

The provider valued diversity within their workforce and promoted an inclusive and fair culture. Culture days were arranged where staff shared aspects of their culture, such as traditional food. This helped people experience and learn about different cultures, and some chose to include these foods in their regular menus.

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. Since our last inspection, the provider had introduced a number of quality assurance systems to monitor the service, this had led to improvements, for example in relation to the environment and in care records.

The provider understood the importance of working in partnership and with the local community to support people’s needs. Staff worked with external professionals, such as health partners and the local authority, to ensure people received coordinated and timely support. This collaborative approach helped promote continuity of care and positive outcomes for people.

Since our last inspection, the provider had taken our feedback on board and used it to drive improvement across the service. Leaders demonstrated a focus on learning from previous findings and strengthening governance and oversight arrangements. These actions resulted in measurable improvements and meant the provider was no longer in breach of legal regulations. The provider showed an ongoing commitment to learning and improvement.