Maranello Also known as Zero Three Care Homes LLP

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 inadequate. 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 service was previously in breach of the legal regulation in relation to governance. Improvements were found at this assessment, and the service 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.

At the previous inspection, leaders had not established a positive culture that promoted people's rights, learning and continuous improvement. During this assessment, we found significant improvements. Leaders had created a more open, supportive and person-centred culture, with a clear focus on improving outcomes for people.

Staff consistently described positive changes since the previous inspection. One staff member told us, "The service is well run now; a lot has changed and things are so much better," whilst another said, "We now have stability." The registered manager described their focus on rebuilding trust, strengthening governance and creating a culture where staff felt able to raise concerns, learn from mistakes and contribute to improvement. The deputy manager told us, "The team culture is the best I have seen; it is a positive, happy place to work in."

These views were reflected in our observations and evidenced a shared commitment to safe, person-centred care and continuous improvement.
 

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.

At the previous inspection, leaders had not consistently promoted a positive culture of safety or effectively responded to concerns raised by staff. During this inspection, we found significant improvements. Leaders were visible, approachable and had created a supportive environment where staff felt listened to and valued. Staff consistently spoke positively about the management team, with one member of staff telling us, “I definitely feel supported," and another commenting,"[Name] of deputy manager is really easy to talk with, I can just knock on the door." Managers described an open-door culture and told us staff wellbeing was considered following incidents, explaining, "We check in on them [staff], we have an open-door policy, we would never send someone away."

Staff told us communication, teamwork and support had improved significantly since the previous inspection. This demonstrated compassionate leadership which promoted openness, staff wellbeing and continuous improvement.
 

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

At the previous inspection, staff did not always feel able to speak up and there was limited evidence that feedback was routinely sought or acted upon. During this inspection, we found significant improvements. Staff were aware of whistleblowing and Freedom to Speak Up processes and described an open culture where concerns could be raised with managers. Leaders actively gathered feedback from staff and people using the service through supervisions, team meetings, drop-in sessions, people's meetings, suggestion boxes and 'You Said, We Did' initiatives.

We saw evidence that feedback had been acted upon, resulting in improvements including a new medicines room, the recruitment of a housekeeper, new equipment, additional activities and environmental changes within the home. These improvements demonstrated that people's and staff views were listened to, valued and used to drive positive change within the service.
 

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.

At the previous inspection, staff gave mixed feedback about how supported and valued they felt, and there was limited evidence of an inclusive culture. During this inspection, we found significant improvements. Leaders had created a more supportive and inclusive working environment where staff felt listened to, respected and able to contribute to the development of the service. Staff spoke positively about morale, leadership and communication. One staff member told us, "There's a positive good morale, we have good quality leadership support, I feel valued and listened to, good working conditions and room for progression. Good communication overall between staff and management."

The provider had introduced initiatives to support staff wellbeing and engagement, including supervision, staff appreciation events, increased pay, recognition schemes and regular opportunities for feedback. These improvements had helped create a positive culture where staff felt supported, included and able to develop within their roles.
 

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 previous inspection, governance systems had not effectively identified concerns or driven improvement. During this inspection, we found significant improvements. Leaders had strengthened governance and oversight through a comprehensive programme of weekly, monthly and quarterly audits, including reviews of incidents, safeguarding, medicines, care plans, health and safety, infection prevention and control, staffing and restrictive practice logs. These were supported by quality reviews, action plans, external quality assurance and regular monitoring of outcomes for people.

Evidence showed leadership changes had contributed to improved outcomes, including a reduction in behaviours of concern, improved staff consistency and a calmer home environment.
The registered manager described a clear focus on rebuilding the culture of the service through visible leadership, stronger accountability and person-centred practice.

The service monitored behavioural data, quality-of-life indicators, incidents, restrictive practices and feedback from people, relatives and professionals to ensure improvements were sustained. Whilst significant progress had been made, leaders recognised the need to continue embedding and strengthening governance processes to ensure improvements are sustained and continue to deliver positive outcomes for people.
 

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.

At the previous inspection, communication with relatives and partnership working were not always effective. During this inspection, we found significant improvements. The service worked collaboratively with relatives, healthcare professionals and partner agencies to achieve positive outcomes for people. Relatives told us communication had improved, they felt more involved in decisions and had confidence in the management team. One relative told us, "Communication is much better," whilst another said they were "confident with this management team."

Professional feedback was also positive and highlighted improvements in leadership, communication and person-centred practice, with evidence of effective partnership working to improve people's experiences and outcomes.
 

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.

At the previous inspection, lessons learned were not consistently shared or embedded and there was limited evidence of continuous improvement. During this inspection, we found significant improvements. Leaders had developed a culture of learning and innovation, using audits, quality reviews, incident analysis and PBS cascade meetings to identify themes, share learning and improve practice.

The service had introduced several new approaches, including enhanced person-centred care planning, skills-based staff deployment, strengthened clinical governance arrangements and specialised training to support proactive approaches to care and reduce restrictive practices. Feedback from people, relatives and staff was actively sought and used to drive improvements. Records showed these initiatives had contributed to fewer incidents, improved staff confidence, stronger governance arrangements and better outcomes for people using the service.