Newbarn Limited

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 as good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centered 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 management team described their vision as a person centered approach, valuing diversity and enabling change. They ensured staff understood these values through team meetings and supervisions and supported staff to understand why some tasks, such as cleaning needed to be completed.

The registered manager had worked with the service for many years and led by example, often visiting the people they supported, providing care and administering medication. The culture within the service was one of open communication where people were encouraged and enabled to speak to staff and raise any concerns or needs, and the staff were supported to listen and use clear processes in place to make any necessary changes. The use of keyworkers also complimented this.
 

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 management team at Newbarn Limited were experienced and knowledgeable. The registered manager was a qualified social worker and had 11 years’ experience at the service. The service lead and deputy lead were very experienced in adult social care and those who were in team leader roles had the relevant experience and training.
Attendance at external registered manager meetings and networking groups helped to ensure knowledge was current and best practice was being applied. This information was then shared with all leaders through regular internal meetings. The registered manager or project lead conducted weekly spot checks and provided support and guidance
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
There was a whistleblowing policy which was shared with staff when they started working for Newbarn Limited and the management team were passionate about supporting their staff through regular meetings. Staff said they would feel comfortable raising concerns and felt supported by management. This was confirmed by a lead staff member who said that actions were taken in response to any concerns that were raised.
 

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.

There was a diverse staffing team at Newbarn Limited who were treated equally. Reasonable adjustments were made and where necessary risk assessments and referrals to occupational healthy and physiotherapists were made, in order to support staff with their specific needs.

A variety of religious holidays were celebrated and the registered manager visited a staff member to celebrate Eid with them.
 

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.

Clear processes and an audit schedule enabled good oversight from the management team and provider. These audits included areas such as medication and money, but also internal audits including training and supervision. Practice observations were carried out on staff twice a year and medication competencies took place on all staff once a year.

Where the audits highlighted areas where changes were needed, a detailed action plan was in place and information was shared as necessary to drive 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.
The service worked effectively with other healthcare professionals and feedback from stakeholders was positive. A representative from Rochdale Together Advocacy said “Newbarn have always been proactive in requesting meetings with different professionals to ensure that the individuals they support are getting all the necessary help and support from professionals”.

Management told us how they work with GP’s and local pharmacies to provide care that is suited to individuals, for example taking professional advice when a person requests to take their medications later in the day than initially prescribed.
 

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.

There was a focus on learning and improvement which was driven by the management team and provider through feedback, reviews, supervisions and meetings. Recently, safeguarding champions had been introduced as it had been identified this would be a benefit to the service and the relevant training was completed in conjunction with the Local Authority.

The service offered social work and nursing placements to students and there was a focus on improving the health and wellbeing of both their staff and the people they supported, with initiatives such as Well Being Wednesdays which incorporated activities, food and exercise.