Creative Support - North Lincolnshire Services

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 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 registered manager and area manager promoted a positive culture in the service, where staff were respectful, open and inclusive. Staff told us they worked well as a team and helped each other to provide good care. Staff were passionate about advocating for people who may not have the means to do this themselves, telling us of the opportunities they offer people to help ensure they live a life they choose. One staff member said, “It’s a good place to work, work ethics are good, people are very well cared for.”

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.The registered manager and area manager promoted good care standards across the service and worked hard to ensure people received the care they deserved. People and families told us the managers had the skills and knowledge to manage the service well. One family member said, “I can’t fault them, they are really good.” One staff member said, “The managers have a vast amount of knowledge, both of them. I’m in awe of their knowledge.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.Managers lead with an ‘open door policy’ which meant people, staff and families could approach management at any time if they had any concerns.Opportunity to speak and share views was offered within the staff meetings with managers taking on board people’s comments and acting on them when needed. Families and people were given the opportunity to feedback on care through scheduled meetings, coffee mornings and feedback questionnaires.

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.There was an inclusive and fair culture with equality and equity for staff. All staff were positive about working for Creative Support North Lincolnshire and felt they were treated with respect.

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.The registered manager demonstrated effective oversight of the service, supported by the senior management team in reviewing care and safety across all levels. Comprehensive audits were conducted covering every aspect of the service, with regular meetings held to assess care standards. Action plans were developed as necessary, systematically reviewed, and formally completed. Additional governance from the provider included ongoing checks to ensure the service maintained consistently high standards. The registered manager systematically collected and analysed risk-related data to identify patterns for service improvement. Staff members had well-defined roles and responsibilities and exhibited confidence in utilising established systems for managing risks and reviewing care provisions.

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.Relationships had been built with other health care professionals in the area to help support the service when needed. Appropriate referrals were made to the local authority to support people in receiving good care.

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 registered manager and area manger continuously reviewed the care and processes within the service to learn and improve. Action plans were in place to show when issues had been identified and acted upon. The registered manager welcomed feedback during the inspection and responded promptly by planning improvements and learning from the suggestions provided.The provider invested into the service to help improve; investment had been made with the implementation of electronic care planning systems which would help improve the services record keeping.