The Tides

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 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.

The management team and staff provided high-quality, person-centred care. Staff worked together to promote people’s wellbeing, dignity and independence and saif they felt valued in their roles. Feedback from people and their families was gathered regularly and used to improve care. During the inspection, staff were observed providing care that respected people’s preferences, and creating a warm, supportive homely environment.

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.

Staff said the management team was approachable, visible, and involved them in discussions about people’s care. Managers understood their responsibilities and acted when improvements were needed. They spent time with staff and people using the service, creating open and trusting relationships. A staff member said, “I feel proud. The management of this service is good and it makes me comfortable. We work as a team here.’’

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

Staff felt confident to raise concerns and knew how to access external support if needed. They were confident concerns would be taken seriously and addressed promptly. Relatives also felt comfortable raising concerns. A whistleblowing policy was in place to support learning and improvement. Staff had access to confidential helpline to report and bullying or harassment and have a strong culture of Freedom to Speak up.

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.

The service actively promoted equality, diversity and inclusion, supported by policies to prevent harassment and discrimination. Staff said they felt respected, valued, and supported. One staff member said, “I feel we have a very close team. I feel staff listen and respect each other and always try to help when needed.’’

All staff completed equality, diversity and inclusion training, which was also discussed in team meetings and supervision. All staff had access to supportive networks, including the LGBT+ network, menopause, disability and difference network and neurodiversity network. These provided information to help promote an inclusive workplace.

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 service had clear governance systems, with staff understanding their roles and responsibilities. Regular audits and checks were completed to monitor care, identify risks, and make improvements. This helped ensure care remained safe and person-centred.

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.

People were supported to take a part in community activities and continue their interests and hobbies which supported their wellbeing. The service worked well with health and social care professionals, building strong partnerships that supported person-centred care and helped people stay connected with their community.

A healthcare professional said, “Great standards and collaboration between carers and professionals.’’ Another said, “Great partnership working which has evolved over the many years I have been supporting them.’’

The service 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 contribute to safe, effective practice and research.

The management team were committed to improving the service and responding to people’s changing needs. Regular audits helped monitor the quality and safety of care. Staff took part in learning and shared ideas to improve the service. The management team promoted a positive culture focused on people’s wellbeing and helping them to lead meaningful lives.