Terry Yorath 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 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 71 (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.

The registered manager and all staff demonstrated a clear understanding of their roles and responsibilities, alongside a strong commitment to delivering person-centred care. They consistently treated people with dignity, respect, and as valued members of the service. The provider and staff worked collaboratively with people and their relatives to foster a culture that prioritised personalised and responsive care. A comprehensive range of policies and procedures was in place to effectively guide and support staff in their practice.

Relatives, staff, and professionals provided consistently positive feedback about the management and staff team. One relative commented, “Management and staff are very good; they take all concerns and suggestions seriously.” A professional told us, “Staff members are warm, friendly, approachable, and always willing to help. The management team is also very approachable.”

People had opportunities to express their views, which were considered through meetings and reviews. We also observed people approaching the manager within the home and visiting his office, demonstrating an open and approachable management style.

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 management team worked effectively in partnership with external professionals and agencies, including healthcare teams and social workers, to help ensure people received well-coordinated, responsive, and effective care.

The registered manager demonstrated a strong passion for ensuring the service delivered high-quality care that met people’s individual needs and reported feeling well supported by the provider. Staff spoke positively about the manager, describing how they felt supported, valued, and listened to in their roles. One staff member commented, “The staff’s views are regularly sought by the registered manager. There is open communication with us, and staff meetings ensure that issues are addressed and services are continually improved.”

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

The provider fostered a positive and open culture in which staff felt confident to speak up and knew their voices would be heard. Staff had access to whistleblowing policies and were actively supported and encouraged to raise concerns during meetings and supervision sessions. They could also report concerns anonymously via email or telephone. Outcomes and actions resulting from concerns raised were shared with staff, ensuring transparency and demonstrating that appropriate action had been taken.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

An Equality, Diversity and Inclusion (EDI) policy was in place, and staff had completed relevant equality and diversity training. Staff reported feeling well supported in their roles, including having access to wellbeing support such as counselling when required. There was clear evidence of positive working relationships, effective teamwork, and a management team that listened to and responded to staff needs. Staff were provided with opportunities for career development and described a culture of mutual support

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best available information about risk, performance and outcomes, and shared this securely with others when appropriate.

Although systems and processes were in place to monitor and review the safety and quality of the service. Regular checks carried out by registered manager and assistant manager had not identified some of the issues reported on in the Safe Domain of this report. No harm had occurred to people and the registered manager acted immediately to address and rectify issues. Amendments were being made to checks and audits during the assessment to ensure greater oversight moving forward.

The registered manager ensured staff had the appropriate skills and competencies to perform their roles and continued to work in a person-centred manner, in line with the provider’s policies and procedures.

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 registered manager ensured effective and consistent partnership working with relevant health and social care professionals. One professional told us, “The staff have demonstrated a high degree of professionalism and empathy, in what can often be a challenging environment.” Relatives confirmed they were actively involved in care reviews and were kept informed of any changes to their family member’s care, promoting open communication and strong collaborative working.

Staff and leaders understood their responsibilities to work in partnership with these professionals to ensure people received coordinated and person-centred care.

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.

Systems for monitoring the standards of care and support people received were used effectively to identify areas for improvement and ensure lessons were learned when required. These included regular audits and quality assurance checks.

The registered manager explained that the provider had established support systems in place, enabling managers to share experiences and learn from one another. The registered manager also told us that the service had made a sustained effort to improve people’s quality of life by reducing restrictions wherever possible and promoting greater independence