Jenner House

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. The provider had a behavioural framework which set out how the values and culture of the organisation should shape the way staff interacted with people using the service and each other to ensure people were a priority in all the decisions which were made. Staff were aware of the approach and could describe how this shaped how they supported people. Managers ensured staff had the right support to be able to fulfil the vision for the service.

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. We received mixed views about the leadership. Staff felt confident with their senior and described the support they received and how easy it was to speak with them. However, they did not feel they could share things easily with the manager as they were not always present. People and their relatives spoke highly of the seniors who were managing day to day. A relative told us, “I don’t have concerns in that with the management and the office, there are no alarm bells. I would recommend the service to other people."

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People and their relatives felt confident any concerns raised would be addressed. A relative told us, “If I did have a concern, I’d get in touch with management. I feel confident they would deal with any concerns.” There was a whistleblowing policy in place, and all staff were aware of how to raise concerns. A staff member said, “The managers are quite responsive and helpful to us as staff, we have a Whistleblowing policy in place, and we would use this at all times.”

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. The provider told us there were systems in place, to ensure staff had their cultural needs met, they described how this would be discussed with individuals and arrangements made to ensure needs were met. The provider had an equality and diversity policy in place, and everyone was aware of the policy.

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 provider had systems in place to check the quality of the care people received. This included audits to ensure people’s care needs were met, medicines were administered and people’s safety was maintained.

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. The provider worked with a range of other agencies to provide care for people. They understood the importance of ensuring they worked collaboratively with these other agencies to deliver people’s care. Staff were clear on how to work with other agencies to deliver peoples care and could describe how this was facilitated.

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 systems in place for learning. The provider used a series of reports to understand their services, and these included annual complaints, safeguarding and infection prevention and control reports. There was also a continuous improvement plan in place and learning log to consider any learning from incidents.