Selective Care

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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last inspection this key question was rated good. At this assessment the rating remains 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.

The leadership team had clear visions and values for the service, which they embodied through their actions and behaviours. They championed and fostered good practice in staff, recognising and rewarding staff when they displayed excellent work or acts of kindness towards people. Leaders had a good understanding of people’s needs. The registered manager regularly visited people to provide welfare checks or companionship and stayed in contact if they were admitted to hospital. They told us their values included promoting human kindness and making people and staff feel valued. People were consistently positive about the leadership team; they told us they were approachable and kind. Staff told us that the registered manager was empathetic, supportive and responsive, which helped them to feel valued in their role.

The provider had inclusive leaders at all levels who had the skills, knowledge, experience and credibility to lead effectively. They had submitted statutory notifications as required.

The registered manager was suitably experienced, qualified and knowledgeable in their role. They had submitted statutory notifications as required and had a good knowledge around best practice in health and social care settings. They had completed further training and qualifications in areas including, leadership in health and social care and delivering staff training.

Senior staff supported the registered manager with the safe running of the service. They were supported to access further training and qualifications relevant to their role. This helped to promote effective working practices and systems.

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

The provider had effective systems to enable staff to raise concerns and ensure their voice was heard. This included team meetings and staff supervision. Staff told us they felt comfortable in raising issues to the registered manager or nominated individual if they wished to escalate their concerns.

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 told us they felt valued at work and felt leaders were supportive in creating a positive working environment. One staff member told us, “The registered manager really listens and takes an interest in me as a person. This means a lot to me.” The provider had policies in place around workforce equality and diversity. They engaged with staff regularly to gain their feedback and support them with their individual needs and circumstances.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support.

The registered manager had effective systems to oversee the quality of care and promote safety. This included live monitoring of care tasks via the electronic care planning system. This helped to ensure that key care tasks were being carried out as planned. Senior staff had clear responsibilities around auditing care documentation and supervising staff. This helped to promote good practice and highlight the service’s strengths and issues which needed addressing. Senior staff shared learning with to help ensure that governance processes were effective in driving improvement.

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.

Leaders engaged with partners to promote innovation and share learning, which led to improvements in the quality of care. For example, working with partners to promote effective information sharing agreements around people’s changing needs. The registered manager had given careful considerations around how information sharing agreements could be best utilised to promote positive outcomes. They had contacted commissioners and the local authority to share the benefits of these partnerships. The registered manager told us they hoped that sharing feedback with partners could promote wider use of these systems in local areas. This demonstrated a collaborative approach that focussed on improving the local systems for the wider local population.

The provider focused on continuous learning, innovation and improvement across the organisation.

Leaders had an open and pro-active approach to implementing learning and improvement within the service. They used information collected from internal audits, feedback received and external quality audits to identify where changes were needed to improve quality and safety. For example, the provider had introduced the use of an electronic call monitoring system after identifying issues in how they planned and monitored care. They had also developed actions plans in line with a quality audit completed by the local authority earlier in the year. The audit had identified where improvements were needed around care planning, consent and care documentation. The registered manager demonstrated how they had acted to make improvements in line with recommendations. This demonstrated an ability to implement best practice advice when given.