Raleigh 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 understandingchallenges and the needs of people and their communities.

Leaders and staff demonstrated a consistent understanding of the service’s values and the importance of delivering compassionate, respectful and individualised support.

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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.

Leaders had long‑standing knowledge of the service and the people living there. Staff described the managers as responsive, available and committed to ensuring the service operated safely and effectively. Staff reported high levels of trust and confidence in the leadership team. They said managers were always willing to help. They also highlighted the strong teamwork and consistent managerial presence, which contributed to a stable and predictable environment for both staff and people living at the home. We observed the registered manager engaging directly with people and staff, reinforcing their visibility in daily practice.

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

While staff described an open culture where they felt comfortable discussing issues informally with managers, the formal freedom to speak up process required further clarity. The freedom to speak up guardian role was currently the nominated individual and was not independent of line management. The registered manager agreed to discuss who would be best placed to take on this role.

Despite this, staff consistently reported they felt able to approach the managers with concerns and were confident issues would be addressed.

The provider valued diversity in their workforce. They worked towards an inclusive and fairculture by improving equality and equity for people who worked for them.

Policies were up to date and accessible to staff, including an equalities and diversity policy that aligned with legislative requirements. Staff spoke positively about the inclusive culture in the home and felt supported by managers, who were described as flexible, fair and considerate of staff members’ personal circumstances.

The provider had clear responsibilities, roles, systems of accountability and good governance.They used these to manage and deliver good quality, sustainable care and support.

The provider had effective governance, management and sustainability arrangements to monitor quality and safety and ensure the service remained stable. Leaders had established systems to review care plans, risk assessments, medicines administration, environmental safety and staff competency. Regular audits were undertaken across key areas. These were used to maintain oversight and drive consistent practice.

The provider understood their duty to collaborate and work in partnership, so services workedseamlessly for people. They shared information and learning with partners and collaborated forimprovement.

The provider had strong and effective partnerships with external professionals and community services that supported people to live healthier, more fulfilling lives. The provider collected feedback from visiting professionals, staff and people using the service to inform service development and ensure their views were incorporated into care delivery. Staff supported people to engage in the local community and access local amenities.

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.

Staff were committed to continuous improvement and continued to focus on developing the service to ensure people received person-centred care that protected their wellbeing. The registered manager had plans to create further space at the service to enable more activity provision on site and were looking into accessible transport options. The provider was also investing in the home to provide a comfortable, pleasant, homely environment for people to live.