Nimrod House Supported Living

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 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.

Staff told us the expectations of their roles were clear, and the organisations values and objectives were regularly reinforced through team meetings, supervision and training. Staff demonstrated an understanding of the provider’s vision and how this translated into the delivery of person-centred care.

The registered manager told us how the provider’s values were centred on providing person centred care and support. They explained that collectively, as a provider they worked collaboratively to ensure people received a high standard of care and support. These shared values were reflected through our conversations with the management and the staff we spoke with.

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.

Staff we spoke with told us how their managers were supportive and made sure they had everything they needed to do their jobs. They told us how they were able to contact managers at any time if they had any concerns or needed information or advice.

A professional we spoke with told us, “The management team are committed to supporting their staff wellbeing which reduces the likelihood of fatigue and burnout. Following incidents, staff have described how managers support them and help them reflect on what happened.”

A family member told us the management team were very good and added how they will look into any concerns immediately no matter how big or small.

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

The provider created opportunities for people and their families to come together to talk about their views about care the service. Coffee morning and opportunities for people to come together were held regularly to talk about things that were important to them.

Families talked confidently about the willingness of the registered manager and staff to discuss anything which caused concern and they felt they could freely talk about anything. One family member told us about the coffee mornings and added, “They invite us to the coffee mornings so we can chat to them, they are always there for me, whenever I need to talk.”

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. They provided training a wide range of training for staff and, where possible, opportunities for staff to progress their careers.

The provider had policies and procedures in place which meant staff were recruited fairly, seeking a mix of backgrounds and skills that would meet the needs and enhance the lives of the people they supported.

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.

There were robust quality assurance and auditing systems in place. Audits identified clear actions and were regularly reviewed to monitor progress, evaluate the effectiveness of the improvements made and identify further action required. Audits were completed across a range of areas, including the environment, operational systems and feedback received from people living at the service and their families. Findings and actions arising from these audits were incorporated into the service’s annual improvement plan.

The service was led by a competent and experienced management team who worked collaboratively to provide consistent, high-quality care. People, families and professionals spoke positively about their experiences in working together with the managers and staff team.

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 provider proactively worked with other agencies and sought to learn as much as possible to improve their service. A professional told us, “Overall, my observation is that the service is benefitting from leadership which means people are getting access to services and the service is working in partnership to deliver good outcomes for people.”

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 service was in the process of implementing a new care planning system when we visited. They understood that by taking time to transfer information to their new system would provide staff with quality data which ultimately improve the quality of people’s lives further.

The registered manager told us how they planned to better utilise their expansive garden and was in the process of securing for a new trampoline as well continuing to support people to grow their own vegetables.