Abbeyfield Hope Bank View

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 requires improvement. At this assessment the rating has changed to 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. People and staff described the service as having a positive culture. A person said, “It’s a lovely community; everyone is friendly and helpful.”

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. People were confident they could approach management if they needed to. A person told us, “We have a good relationship with [Registered manager] and housing manager.” Staff also described the registered manager as approachable. A staff member said, “I feel supported, [Registered manager] is very good. She listens to us.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff knew about the whistle blowing procedure and said they felt confident to raise concerns. A staff member said, “I would definitely raise any concerns I had.”

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 had staff recognition and benefit schemes, such as team of the month and vouchers to recognise good practice. Staff described the service as an inclusive place to work. A staff member said, “I like the [Registered manager], she is firm but fair.”

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 a structured approach to quality assurance, which included a range of audits and checks. This included regular medicines audits, which were used to identify issues and ensure action was taken. The provider had developed improved guidance for staff to clarify the provider’s expectations about recording medicines. The provider was also moving to an electronic medicines recording system, with in-built staff prompts to help reduce errors.

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 had met with local groups to strengthen links with the local community. The service had a knitting group who made cardigans for babies in local hospitals.

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 which linked to various sources of information, such as audits and feedback. This was a ‘live document’ which was updated continuously as actions were completed or new actions identified.