Nurtrio

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.

The leadership team showed an open and transparent approach. They promoted a positive culture, providing person-centred and effective care and support. The provider actively gathered feedback from people using the service, relatives and staff to drive improvements where needed.

People who used the service spoke highly of the management, staff and their support and openness. Staff spoke positively about working at the service and felt well supported in their roles.

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 provider and registered manager showed effective leadership, supported by good knowledge and clear expectations. The registered manager was visible, responsive, and actively involved in care delivery, contributing to a strong sense of trust and confidence in the leadership.

The provider's systems and processes ensured all staff understood their roles and responsibilities and knew when and how to escalate concerns.

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

Staff told us they felt able to speak up if they had any concerns and were confident the registered manager would take these seriously. Staff described a culture where managers encouraged openness and transparency and where managers listened to and acted on their views. One staff member told us, “I’m definitely encouraged to speak up”.

The provider gave staff opportunities to raise concerns or make suggestions at team meetings and through appraisals. We saw completed appraisal documentation in which staff openly shared what was working well, alongside identifying areas for possible 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.

The provider had policies and procedures in place and staff attended equality, inclusion and diversity training. Staff told us they felt respected and valued, with no concerns about discrimination.

The registered manager told us there was a welfare lead in post who could refer staff to a range of support tailored to their needs. This included wellbeing initiatives to support stress management, such as reiki and reflexology sessions, as well as access to a talking therapies and additional support such as financial advice.

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.

The provider had effective systems in place to monitor the quality of the service The provider clearly defined responsibilities within the management team, and staff understood their roles in maintaining effective oversight. The provider completed audits regularly, which supported the identification of areas for improvement and helped drive positive and sustained changes.

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.

Managers and staff communicated in an open and transparent way. They worked alongside other professionals to deliver good quality, safe care for people.

The registered manager told us a service engagement lead was in post who supported engagement with people, their relatives, and the wider community. They were responsible for communicating with people about regular and upcoming events, helping to encourage participation and maintain links with the local community.

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.

The provider stayed informed of emerging best practice, policy changes and sector developments and shared this information with staff.

The provider had effective systems in place to review accidents and incidents and take action to improve care where required. We saw evidence that the provider had used learning from an incident to update relevant policies.

Staff had opportunities to develop and enhance their skills and knowledge through regular training and learning opportunities.Staff told us, “We have online and in house training which is always ongoing.” and “I can access online training whenever I need to. The system notifies me when refreshers are due.”