The Piers

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 inspection we rated this key question good. At this inspection 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 service 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.

Management and staff knew people well. Staff told us they supported people with person centred care. One staff member told us, “I feel that The Piers genuinely empowers people to be as independent as possible. Staff consistently encourage individuals to take the lead in their daily routines and decision-making. For example, people are supported to plan and choose their own activities and manage personal care tasks with just the level of assistance they need. We also promote independence in the community by helping individuals develop confidence with public transport and shopping.”

The service 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.

Management was visible and accessible in the service, we observed the registered manager supporting staff during the inspection.

Staff told us they felt supported by management. One staff member told us they felt management were, “very supportive and approachable. They create an environment where staff feel listened to and valued. I feel appreciated because they regularly check in with me, give constructive feedback, and recognise the effort I put into my work.”

A relative told us, “I feel that all the residents of The Piers have benefited from the caring culture and mindful attitude of the registered manager since they joined. The registered manager has built a team of key workers who I believe have a better understanding of my loved one than before. My loved one’s feelings and life experiences are really considered when planning their time there. The registered manager exhibits a deep understanding of autism and the associated difficulties my loved one has.”

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

Policies and procedures were in place to support staff to speak up and raise concerns. Posters displayed details of the Freedom to Speak Up champion. Staff told us they knew how to raise concerns, and they were confident management would listen and take action to address any concerns.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

An equality, diversity and inclusion policy was in place and staff completed training. Staff were valued by the provider at work. A staff member told us the registered manager, “is one of the most supportive managers I have ever worked with. They are empathetic and know each staff member’s strengths and weaknesses, they always try to value what skills we all have and make sure we are being supported. I always feel confident to approach her for anything and it has never been a situation where I felt unsupported.”

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

The provider used arange of audits, surveys and observations of staff practice to monitor the quality and safety of the service.Regular team meetings and supervision sessions supported effective communication and provided opportunities to share learning and drive improvements. These were supported by daily communication, such as handovers.

Staff spoke positively about the registered manager and told us they felt supported in their role.

Relatives told us they felt the service was well managed.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The provider worked in partnership with healthcare professionals to improve outcomes for people. Communication with healthcare professionals was clearly recorded. Healthcare professionals did not express any concerns about partnership working.

The service focused on continuous learning, innovation and improvement across the organisation and local system.

The service had an action plan in place to drive improvement. The registered manager told us they felt supported in their role and were open and engaged throughout the inspection. Records showed staff received appropriate training and supervision. Staff told us they were involved in team discussions about making improvements to the service.