Stable Lives

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.

The provider was previously in breach of the legal regulation in relation to good governance. Improvement was found at this assessment, and the provider was no longer in breach of this regulation.
 

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.

Leaders were knowledgeable about their regulatory responsibilities and about the priorities for the development of the service.

Staff were aware of their roles and responsibilities and the part they played in supporting people to achieve their goals and aspirations. One staff member told us, “My role is to support them to live a healthy fulfilling life.” Another staff member commented, “I find it incredibly rewarding to help them build confidence, develop new skills and express themselves in their own way.”
 

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.

Systems and processes were in place to provide support to staff and promote a positive, open and inclusive culture.

Feedback from staff was positive about the support they received. One staff member told us, “They encourage me to be a better version of myself with support with personal development and always just a call away.” Another staff member told us, “I’m proud to be part of Stable Lives. The support, training and team spirit make it a great place to work. My managers are approachable and always willing to support the staff.”
 

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

Systems were in place for people to speak up and for their voices to be heard. People and their families felt that if they raised an issue they would be listened to. One relative told us when asked if they knew how to make a complaint, “Yes. I would talk to the manager.” Another commented, “I’d always do it (make a complaint) in the first instance to the manager.”
 

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.

We received feedback from staff that when needed adjustments were made for them to support them with their personal circumstances. One staff member told us, “I’m offered support that focuses on both my wellbeing as an employee and the quality of care I provide to service users.”

The provider had policies and procedures in place regarding equality, diversity and inclusion and staff had received training on equality and diversity.
 

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.

At the last assessment the provider was found to be in breach of the legal regulation relating to good governance. Improvements were found at this assessment, and the provider was no longer in breach of the regulation related to good governance.

The provider had structures in place to monitor and improve the quality of care they delivered. Systems such as audits and quality monitoring were used to check the quality and safety of the service and actions noted to be in place to address issues highlighted.

The registered manager was aware of their responsibilities to notify partners. For example, notifications to CQC and safeguarding alerts were submitted when required.

The provider had a business continuity plan which detailed how they would be prepared for emergencies.

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.

Leaders were committed to improving the service and open to suggestions for improvement, recognising the importance of joint working with a range of partner agencies.

Staff also valued working with professionals, people and families and other staff. One staff member commented, “We work as a team to make sure the service users are always safe, supported, and their routines are maintained.”

Records seen evidenced positive working relationships with other professionals. Advice was sought, and referrals were made in a timely manner which allowed continuity of 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.

Leaders worked with people, their families and staff to build a culture focused on improved outcomes for people.

Staff told us they were encouraged to contribute their ideas about the service and were supported to learn new skills as well as develop in their role. One staff told us, “They (managers) are now helping me pursue my Health and Social Care course, and I’m really grateful for that. I’m committed to continuing my development and providing the best possible support to the young people in our care.”

People and their families were positive on the support provided, “They are very responsive and do manage it (the service) very well and don’t have any problems at all.”