Woodside

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 inspection we rated this key question good. At this inspection 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 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service 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. Everyone was committed to the providers mission and understood the direction of the service, it was to enrich the lives of people by providing a place of care, safety and companionship.The provider had clear aims and objectives and direction on how to achieve these. Staff told us they were proud to work at Woodside . The service held regular management meetings, staff meetings and supervisions. A staff member said, “Our supervisions are supportive and two way. We are able to raise concerns, and we are asked for ideas and views. I know my views are valued and taken onboard.” Relatives told us they felt the staff and management team were approachable, would listen and act on their views and had their loved ones best interest at the centre of what they do.

The service had exceptionally 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 always did so with integrity, openness and honesty. Without exception, everyone could not speak highly enough about the registered manager and their dedication to people, relatives and staff. A relative said, “It is an amazing management team, they know the people very well and they will get stuck in and happily deliver care and support. What they have achieved for my loved one I did not think it was possible. The registered manager had extensive experience and skills that promoted excellence in their staff team. They worked with staff, giving them trust and autonomy, they were selfless and highly motivated to provide the best care possible for the people living at Woodside.” Everyone told us they were confident in the management of the service and that it was exceptionally well led. One staff member said, “The registered manager is really approachable, and very passionate about the people. They are incredibly hard-working. Management will happily do shifts and help out, there is no hierarchy, we are all exceptionally equal.” Another staff member said, “If you have a problem the registered manager has a solution. They are always polite, and approachable, and are always checking in with us.” We received only positive comments from health and social care professionals. Comments included, “The level of professionalism and care shown by the managers and staff is second to none in my experience” and “The delegation from the management seems to be on point and keeps all staff safe and working correctly, keeping to the needs of the people.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they knew how to raise concerns and speak up and were aware of the various channels. Staff were confident in the manager and provider to address any problems they had. Staff consistently told us they felt able to discuss their concerns, views and ideas with the registered manager and the management team. The service had a dignity champion their purpose was to monitor and report on dignity. If concerns arise regarding dignity for people a timely investigation would be carried out with the individual at the centre at all times. This ensured learning and improvements to reduce the risk of recurrence. The service had policies and procedures in place to support staff to speak up and raise concerns. This included up to date policies in relation to safeguarding and whistleblowing.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us they felt accepted by their colleagues, and they felt teamwork was strong within the service. Staff preferences and individual circumstances were considered and supported. One staff member said, “The staff are all great and get on well.” Another staff member said, “We get praise in many forms, like our supervisions. I know I am really appreciated.” Relatives felt a long-standing staff team had contributed to good continuous care for their family members. Management attend local forums and online seminars to stay up to date with equality, diversity and inclusion. This helps improve knowledge, share best practice and support a positive workplace culture.

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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. Governance systems were operating effectively which enabled the registered manager to have effective oversight of the service. The registered manager operated a range of audits, analysis and checks within the service, which supported the safety and quality of care provision. Risks to people's safety were well managed and monitored. Audits of people’s health needs were regular. Plans were in place for how the service would manage an emergency, such as the failure of utility supplies. Relatives and staff were complimentary about the leadership of the service.A relative said, “The registered manager runs a very tight ship.”. The registered manager and provider had made all notifications to CQC as required by law. A notification is the action that a provider is legally bound to take to tell us about any changes to their regulated services or incidents that have taken place in them.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. There were strong links with health and social care professionals involved with people's care. Relatives spoke of effective and open communication with the service, being kept informed as they needed, for example if the person became unwell.A health and social care professional said, “There is very good understanding of roles between the two organisations. Along with clear ideas of goals that are set and what is being worked towards”. People's care records reflected regular communication with health and social care professionals involved in people's care. People were included within the community, all accessing the town centre and local area daily. Relatives told us it was important to their family members to be part of the community. A relative said, “My family member is always doing the most wonderful things, I always get photos of what they have been up to.”

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. They actively contribute to safe, effective practice and research. The registered manager told us about the ways in which they were continually looking to develop the service, for example, the upcoming redecoration of the service, organising further family events, and bringing in new centralised system for documentation. The registered manager told us they were happy with the direction the service was going in and was confident in the continuing journey of Woodside.