St Josephs

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 71 (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. A relative told us, “I don’t think they make a big thing about it, but what I see is very much care and support for individual people.”

We observed staff and the management team engage in positive, compassionate interactions with people they supported.The registered manager knew people very well, modelling positive interactions and a compassionate approach to people.

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. One person’s relative told us, “I can describe this place in one word… amazing! It can’t happen by accident and the fact that there are so many contented residents must say a lot for them.”

Many people we spoke with, or received feedback from, was complimentary of the management team. One person said, “If something is bothering you, they will deal with it straight away.” A relative told us, “The [registered] manager and their team always make it clear that anything we’re worried about we just need to come and talk, and it would be sorted.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistleblowing policy which staff had access to. Most staff told us they knew how to make complaints and raise concerns. They could report concerns in one-to-one meetings and felt the registered manager had an open-door policy. They felt comfortable sharing any concerns with the registered manager who listened and acted on feedback. One staff member told us, “The home managers are good and hands on when they can be. They are kind, respectful and compassionate, always approachable. they will always act on any concerns I raise.” Another staff member commented, “I feel very supported. If I ever have a concern or need help, my colleagues and managers are always ready to help.”

People and relatives told us they felt their feedback about the service was valued. A relative told us, “I get the feeling that [people] and staff are on the same page, they enjoy a quiet understanding.”

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.

Many staff told us they felt valued and respected by both the provider and the registered manager, they felt supported to give feedback and were treated equally, free from bullying or harassment. A staff member commented, “I can say with confidence that I have never felt more looked after and appreciated in a work environment before… also whenever I pass a team leader or another carer, they always ask me if I am ok and take interest in what I have to say and include me in conversations.”

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

There were systems in place to monitor the services provided, this included a range of audits to support the management team to identify and address any shortfalls in care quickly. However, we identified infection prevention and control concerns, care plans were not always being fully updated with people’s individual needs and staffing arrangements did not support a person-centred care approach at times. Although action was taken, this had not all been independently identified and addressed prior to the inspection.

Lessons were learned from incidents, accidents, complaints and safeguarding to reduce future risks.

Staff and leaders 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 outcomes that met people’s needs.

The service had positive working relationships with health and social professionals and other organisations. Managers and staff regularly liaised, shared information and made referrals when required. For example, there were daily meetings to discuss any issues or concerns.

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 had a service improvement plan in place that evidenced they, and the management team, were committed to ongoing improvement.

There was a programme of training provided to staff, and they were reminded when this needed updating. Actions were taken by staff to ensure their training was current.

We found when incidents or accidents had occurred, learning had taken place to understand the cause and if anything could be done differently to make improvements within the service.