Blythe 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 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 promoted a positive and inclusive culture which placed people at the centre of the service. The registered manager and staff shared a commitment to supporting people to live meaningful lives and achieve positive outcomes.

Staff spoke positively about working at the service and described feeling valued and supported. Leaders were visible within the service and worked alongside staff, including during evenings and weekends. This helped leaders maintain oversight of people's experiences and understand any challenges faced by people and staff.

The service was committed to promoting people's rights and people were encouraged to make choices, maintain relationships and take part in activities important to them. Support was focused on what people could do and how they wished to live their lives.

Staff demonstrated a good understanding of people's individual needs and the importance of treating people with dignity and respect. Leaders promoted an open culture where concerns could be raised and discussed. Staff told us they felt comfortable approaching managers for advice and support and were confident they would be listened to.

People and relatives were generally positive about the culture of the service. One relative told us, "I know the registered manager and I think the home is managed well. I think when the registered manager speaks to me about [my family member] it is clear they know them well and they are not just a name."

The registered manager and provider were approachable, knowledgeable and committed to providing good quality support. Leaders understood the needs of the people using the service and promoted a culture based on respect, inclusion and continuous improvement.

Some staff felt they would like to see senior leaders in the service more often. However, staff spoke positively about the support they received from the registered manager and senior team. They told us managers were visible, accessible and willing to listen to ideas and concerns.

The registered manager demonstrated a good understanding of their responsibilities and were aware of areas where further improvement was needed. The provider invested in leadership development and support. Leaders completed training relevant to their roles and had opportunities to develop their skills through organisational programmes, networking with other managers and sharing good practice.

Staff told us they felt valued and supported in their roles. One staff member told us, "[Registered manager] and [deputy manager] are great." Another staff member described the registered manager as supportive of their learning and development.

Relatives were also positive about leadership within the service. More than one relative told us how their family member likes to spend time in the office with the registered manager. One relative told us, "[Registered manager] is a brilliant manager, they are very kind, very patient and knows what is going on, you can ask them any question like what did [my family member] do yesterday and they know."

The provider promoted an open culture where people, relatives and staff were encouraged to share their views and raise concerns. People had opportunities to express their opinions through reviews, keyworker meetings, day to day discussions and feedback processes.

Staff told us they felt comfortable raising concerns and were confident the registered manager would listen and take action where needed. Staff were able to describe how they would report poor practice and understood their responsibilities to speak up if they were worried about a person's wellbeing or safety. The registered manager regularly discussed safeguarding and staff practice to help ensure concerns could be identified and addressed quickly.

Relatives also told us they felt able to raise issues with the service. One relative told us, "I do feel I can speak up and make a complaint if necessary. I get on well with the staff." Another relative explained that concerns they raised were generally listened to and discussed with the registered manager.

The registered manager was approachable and receptive to feedback. Staff, people and relatives had opportunities to share their views and contribute to the ongoing development of the service.

The provider valued and respected diversity within its workforce and promoted an inclusive culture. Staff came from a range of backgrounds and experiences and were supported to work together to meet people's needs.

Staff spoke positively about working at the service and described a supportive environment where they felt respected by colleagues and managers. The registered manager encouraged staff to share ideas, raise concerns and contribute to the development of the service.

Some relatives had experienced difficulties understanding a small number of staff whose first language was not English. However, relatives also recognised staff were caring and committed to supporting people well. The provider had continued to invest in training and development to ensure staff had the skills required to communicate effectively and meet people's needs.

The registered manager promoted a culture of respect and inclusion. Staff told us they felt comfortable approaching the registered manager for support and were treated fairly. Team working was encouraged and staff spoke positively about working alongside colleagues with different experiences and perspectives.

The provider had effective governance arrangements in place to monitor the quality of the service and identify areas where improvements were needed. The registered manager understood their responsibilities and maintained oversight of people's care, staff practices and the day to day running of the service.

A wide range of audits and checks were completed to monitor safety, quality and performance. The registered manager reviewed incidents, accidents and feedback to identify themes and areas requiring attention. Where issues were identified, action was taken to address them.

Staff spoke positively about leadership within the service and told us they felt supported in their roles. One staff member told us, "Happy to raise concerns with the registered manager or deputy manager, they would listen to me."

The registered manager demonstrated a good understanding of regulatory requirements and was open to feedback. Areas identified during the inspection were discussed openly and plans were already in place to strengthen documentation and improve the recording of people's progress towards their goals. The registered manager used information from a variety of sources to review performance and support the ongoing delivery of care.

The provider worked in partnership with relatives, healthcare professionals and other organisations to help ensure people received coordinated support. Information was shared appropriately to support people's wellbeing and help services work together effectively.

Staff worked with a range of professionals, including specialist health services, psychology and speech and language therapy teams, to help ensure support reflected people's needs. Advice from professionals was incorporated into care records and used to guide staff practice. One professional told us, “Throughout my times at Blythe House, I have regularly observed staff providing high levels of care and commitment towards people. They spend time interpreting care needs, given various levels of disability, challenge and work. Staff use great care to support people. In terms of the management of the service, staff have always been very helpful to me when arranging [appointments]. I feel very welcome and relaxed when I visit Blythe House and really enjoy our work together.”

The registered manager recognised the importance of maintaining relationships with relatives and involving them in discussions about care. Although some relatives felt communication could be more consistent, feedback was generally positive and relatives told us they were able to contact the service, attend reviews and raise concerns when needed.

People were encouraged to maintain connections with those important to them and to take part in opportunities within their local communities. Support reflected people's individual interests and preferences, with people accessing activities, events and holidays.

One relative told us, "The [registered manager] is okay. Once a month to talk about things and they then do something about it."

The provider was committed to improving the quality of support people received and encouraged staff to develop their knowledge and skills. A staff member told us about qualifications they had obtained and plans for the future. They said the registered manager in particular had been very supportive about their ambitions and desire to develop in the industry.

The registered manager worked with colleagues from across the organisation to share

learning and improve practice. This included peer audits, management networks and opportunities to review incidents and feedback. Information from these processes was used to inform improvements within the service. They encouraged staff to think about new ways of supporting people and improving outcomes. The registered manager described how work they had undertaken as part of a leadership development programme which had now been adopted more widely across the organisation.