Whitwood 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 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.

There was an open and positive culture at the service whereby the manager and staff were focused on providing good quality, person-centred care. The managers, leaders and staff knew people very well and had formed positive relationships with them based on engagement and understanding. The vision and values were shared by the staff and manager with everyone striving to do the best they could for people they supported. When faced with challenges managers and staff worked as a team to find resolutions. Comments included, “Everyone works together to get things done,” “I come to give maximum care and support to every resident each day. I work with supportive staff who are always helpful” and “There are so many things I enjoy [at work]. We go along as a team to make sure [people] are very, very safe and 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.

Since our last assessment the provider had made changes which had a positively impacted leadership, and the service as a whole. A provider level area manager was in post covering the manager role whilst they were actively recruiting a new registered manager. The manager was honest, skilled and knowledgeable. They had a passion for delivering high quality, person-centred care, where people and staff felt valued. Staff enjoyed their job and gave positive feedback about the manager. Staff comments included, “It has been a blessing that we have [the manager]. [They] don’t leave any stone unturned. It has really helped us achieve things in a short period of time. Things we were struggling with. [They] have really helped us,” “I have worked with [the manager] for a lot of years [they] know what they are doing. I think we are now following the right direction,” “[The manager] is extremely good. [They] get lots of things done. [They] respond and [they] prevent, taking action before something happens” and “The manager has been fantastic.” In addition, 1 relative told us, “I have been highly impressed by the manager.”

The manager intended to remain actively involved in the service when the registered manager role was filled.

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

Staff felt able to speak up and discuss concerns and ideas with the manager. They felt their voice would be heard. Feedback included, “I can go to [the manager] and discuss things with [them]. I feel comfortable. [The manager] sorts things out if I raise problems” and “I feel supported, definitely. The managers are approachable. I’m able to raise concerns.” Relatives also felt able to contact the service and discuss any concerns should they need to.

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 employed a diverse workforce from varying backgrounds and cultures. Staff felt they were treated equally and spoke positively about their role and employment. Feedback included, “It feels like mutual respect [from] managers" and “I’m treated fairly and supported.” The provider supported flexible working, and staff told us about adjustments that had been made to support them at work.

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.

Since our last assessment the provider had made improvements regarding governance and oversight of the service. Roles amongst the leadership team were clear and adhered to, with the manager and team leaders all having clear responsibilities. Quality assurance systems and processes were in place and operated effectively to ensure consistent monitoring to drive improvement. Improvements had been made regarding security of the premises; record keeping and medicines; management of accidents, incidents and safeguarding; and weight monitoring. Systems and processes were in place to ensure ongoing oversight and continued progress.

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 effectively collaborated with partner organisations to share information and make improvements. For example, the local authority. Communication with partner agencies was maintained and regular updates shared regarding service improvement. People’s information was up to date and readily available for sharing when required. Visiting professionals were welcomed into the service. Their feedback was readily accepted and action taken following this.

Regular family forums were held at the service to encourage relatives and friends to participate and collaborate with the community. In addition, celebratory events were held where people from other services visited and joined in with people living at Whitwood House.

The provider focused on continuous learning and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcomes and quality of life for people.

There was an embedded culture of learning at the service. Managers and staff had worked together to learn lessons, addressing the concerns and regulatory breach identified at the previous assessment. They were committed to ongoing learning and improvement. Staff comments included, “We have learnt lessons, and everything has really, really improved. It’s positively affected how we [provide] support and has improved [people’s] experience. Everything has fallen into place” and “Things have definitely improved, and we are on the right track.” Communication between the manager and staff was effective with regular updates and shared learning forming an integral part of team meetings and supervision sessions.