Webb 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.

The registered manager and deputy manager shared a clear vision of the future and direction of the service which put people at the centre of any development, changes and improvements.

They had established a stable and inclusive culture where everyone felt involved, listened to and where staff felt safe to be honest and open. The managers documented and shared their vision and, in this way, ensured staff and people were included on this journey.

Staff told us how much they enjoyed working at Webb House, they praised the working environment and the ethos of the service and organisation. Staff said, “We all support person centred care, everyone is treated as an individual and clients are empowered,” and “I feel very supported, the organisation treats you well and I feel part of a real team that are involved and listened to.”

Relatives benefited from an open and honest approach from the managers and staff. A relative said, “I have a very good relationship here, no one in the past has listened. They make an effort and care about communication, they listen. I feel like I have won the lottery with X coming here.”

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 had been in post for 9 months, and working alongside the deputy manager they had established a stable and effective management team. Both were clearly committed to people and enabling them to live their best lives. They focussed on providing a high-quality service that was person centred and led by people. They demonstrated a caring and compassionate approach to people staff and relatives. They in turn were supported by a senior management team who were engaged and approachable.

A relative told us, “The managers have been so understanding and reassuring and kind to us.” A visiting professional who was supporting a person and their family with a placement into the service, said, “They want to do the right thing by people here, and this is led by the managers.”

The registered manager was highly motivated and was inclusive with staff and people, engaging them with improvements and encouraging staff to look at things differently. Staff told us, “The registered manager has made a big positive change in the home. They have changed lots; they have lots of new ideas and listen to people and us to improve things. “A relative said, “The registered manager is a good manager, she has done so much, spruced it up, provided a hair saloon, painted everywhere, new garden furniture and we now have a party every month.”

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

Staff were very positive about how they were listened to and felt able to influence changes. Staff were supported to have a voice that was valued. Staff told us how accessible the management team were. We observed how relaxed and comfortable staff were to speak to the managers and tell them about their views on different aspects of care and the service. During a team handover meeting it was clear there was a culture to listen to each other, and everyone’s view was valued. We observed a relaxed and pleasant relationship between all staff, all able to share pleasantries. Staff were supported and enabled to voice their views and concerns and were confident that any concern would be dealt with fully. The provider had up-to-date whistleblowing policies and procedures which were in line with current guidance and staff were aware of how to access these.

People and their relatives confirmed they knew how to complain and were comfortable to do so. One relative described how the managers had responded effectively to concerns that they had raised. “When I had a concern, they listened to me and dealt with it.” Although complaints were recorded, these need further improvement to demonstrate lessons learnt more clearly. This was raised with the managers who confirmed this would be addressed.

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 very happy working at Webb House and for the organisation. One said, “I love working here it’s like a second home.” They said they were treated well and that they were listened to and valued for their work. They felt appreciated and were thanked for their contribution to the service and this was recorded within the staff meeting notes.

The managers worked flexibly to support staff well-being and ability to work, adopting flexible working hours and making reasonable adaptions to support staff. One staff member told us, “All staff are treated as individuals too, some have health issues and they are always supported.” There was a formal recruitment process and equality, diversity and inclusion policy in place to guide equitable and fair recruitment and selection procedures. Staff completed training on equality and diversity.

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 managers had a good oversight of the service and any risks, along with the quality of people’s care and support. They were seen as part of the team and had regular contact with staff, people and their representatives, receiving direct feedback from each, they were accessible and approachable. An operation’s manager and quality manager supported the service and reviewed quality and risk through internal systems. A range of quality audits and quality systems were undertaken and reviewed.

The provider was aware of their statutory responsibilities to notify CQC about certain changes, events and incidents that affected their service or the people who use it. These notifications were submitted appropriately.

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 managers and staff team had developed positive working relationships with services who supported people living at the service. They were able to contact them proactively to gain the support and advice they needed to the benefit of people. A visiting professional told us. “The management team has been consistent and responsive and communicates well with professionals and families. Staff respond effectively to feedback and changes and make appropriate referrals.”

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.

People and their relatives had plenty of opportunities to feedback their views about the service and quality of the care and any ideas they had. This enabled the managers and staff to learn from people and their representatives with discussions held. They used this information to improve facilities and look for continual improvement of the services at Webb House. For example, discussions around recycling and use of bins were held with the findings that recycling could be improved. With agreement new bins and a new system was implemented. People were supported with new routines to ensure they were still involved as they wanted to be. Further improvements to recycling were planned including supporting people who wanted to be involved taking batteries to recycling areas.

The managers were able to demonstrate innovation with the recent delivery of a sentinel device, an electronic device that were to be used with people who would like to use them. These devices can be used in a variety of ways and respond to a voice or touch command. The registered manager said they were excited to trial them to see how useful they will be for improving independence and quality of life for people.

The managers had also accepted a trail for new plant-based cleaning substances. This trail was successful and will now be rolled out for all services within the organisation. This demonstrated a commitment to innovation, sustainability and supporting the environment across the organisation.