Radcliffe 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 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.

Staff said they felt valued as part of the team. Regular staff meetings and daily handovers helped keep them informed and involved.

Newsletters and safety bulletins were also shared across the organisation to promote inclusion, share good practice, and celebrate the achievements of staff and young people.

As the service is small, there were regular opportunities to share views and ideas. During our visit, young people and staff were seen to interact well with each other.

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.

A clear management structure was in place to support the staff team at Radcliffe House. The registered manager was due to take a planned period of absence. Alternative arrangements were being made to ensure an experienced member of staff continued to support the team.

Additional support was available from senior managers and the healthcare team experienced in the mental health sector.

Staff spoke positively about their work and the management of Radcliffe House. Staff said, “I am enjoying my work at Radcliffe House with the help of a supportive manager and team members” and “The manager actively listens and will always act positively on anything raised.”

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

Both young people said they could speak to staff privately if needed. Regular individual and group meetings were held, where updates were shared, progress was discussed, and achievements were recognised.

Staff said they felt able to speak up and would be listened to. They were aware of the whistleblowing policy and felt confident raising concerns with the manager if needed. Monthly team meetings were held, giving staff the chance to discuss their roles, reflect on incidents, and talk about practice. Managers also checked on staff wellbeing and offered support where needed.

Staff said they could raise any issues or concerns with the manager. One staff member said, “My manager listens and always takes positive action,” and another said, “I would speak to my manager, I’m confident they would listen.”

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.

Staff were given a handbook outlining the provider’s commitment to equality and diversity in the workplace. Staff meeting records showed that work-related issues were discussed, and appropriate actions were taken to support staff involvement and wellbeing.

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.

Systems were in place providing effective monitoring and oversight of the service. A range of audits and checks were regularly completed in areas such as, medication, training, physical health and wellbeing, clinical care and treatment and risk management. Any action required was noted and followed up on review.

A detailed assessment of the service was also completed by an independent visitor. They explored the quality of care and the ability to meet the needs of the young people supported by the service. The assessment looked at how the service operated on a day to day basis and ensured compliance with regulation.

Policies and procedures were in place reflecting the service provided and relevant legislation, providing clear guidance for staff in their role and responsibilities.

The manager was aware of their responsibility to report specific events, such as safeguarding concerns, to CQC as required by law.

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 team worked with internal and external health and social care professionals to support people’s health and wellbeing. This helped to ensure the young people get the right support and supported staff when responding to changing needs.

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 management team were responsive to the findings of internal audits and assessments and took appropriate action where improvements were identified. Monthly news bulletins were distributed. These reflected on any identified themes and encouraged shared learning across the organisation.

Staff confirmed they received on-going training, supervision, and support. Shared learning from incidents helped the team develop their knowledge and skills in line with best practice.