Churchview Care Services (Taunton)

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 described a positive and open culture where they felt valued and understood the provider’s values and expectations. These values were embedded in day-to-day practice, with staff working together to promote person-centred care and achieve good outcomes for people.
One staff member told us, “All the staff are lovely and the clients. It’s a lovely job, I love it.” Another staff member told us, “It’s a good place to work, the staff are good and I enjoy working with the people we support. We are a close team and it works well.”

The registered manager told us they had worked on the culture of the service, and this had improved significantly. There was still some further work needed regarding some terminology used by staff, the registered manager was addressing this.

The service had inclusive leaders at all levels who understood the context in which they delivered care 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.

Staff felt supported and were positive about the management and support they received. One staff member told us, “[Name of registered manager] is a breath of fresh air, they have come on board, they are brilliant. They give reasons why we have to do things and a good level of support.” Another staff member told us, “[Name of registered manager] is excellent, any problems they are always at the end of a phone. [Name of team leader] is always at the end of the phone as well.”

Leaders maintained oversight through regular engagement with staff and were committed to continuous improvement.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The service had a whistle blowing policy in place, and staff we spoke with felt able to raise concerns and were confident action would be taken.
Systems such as team meetings, supervision and informal discussions supported open communication. Staff feedback confirmed they felt their views were valued and acted upon. This contributed to a transparent and open culture.
 

The provider valued diversity in their workforce and worked towards an inclusive and fair culture by improving equality and equity for staff. Policies and training supported staff to understand equality, diversity and inclusion, and to recognise and challenge discrimination.
Staff told us they felt treated fairly and with respect, and their individual needs were considered. One staff member told us, “It is a fantastic place to work, I feel valued. We are all treated equally.”

The service 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 effective systems and processes to monitor, assess and improve the quality and safety of the service. Governance arrangements included regular audits and checks, which helped identify areas for improvement and ensured risks were managed.
Leaders had oversight of performance and used information from audits, incidents and feedback to drive improvements. The service had an action plan identifying areas of improvement which was used to support ongoing development of the service.

The provider worked collaboratively with partners and other organisations to deliver joined-up care for people. Staff worked with healthcare professionals and external agencies to ensure people’s needs were met and that care was coordinated effectively. The provider understood the importance of engaging with the wider community and supporting people to maintain relationships and connections.

The registered manager had facilitated coffee mornings at the office to encourage community engagement and feedback and for people to develop friendships. The registered manager told us 1 person who would not usually engage in this activity had attended the coffee morning which was a positive outcome for the person.

The registered manager told us a team leader had been nominated and won an internal award for a ‘Community champion’. The nomination stated, ‘[Name of staff] has embraced the development of the team, supporting new people and enabling them to be part of the wider community’.

The service 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.

There was a learning culture within the service, the registered manager gave examples of how organisational learning was shared amongst the team. Incidents, feedback and audits were used to identify learning and drive changes in practice.

Staff were encouraged to reflect on their work and share ideas for improvement through supervision, meetings and team discussions.