Newferry

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 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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. The leadership team encouraged transparency and welcomed feedback. Staff told us the values and purpose of the service and there was a very open and honest culture within the service and the organisation. Staff said, “The provider promotes dignity, respect, safety, independence, equality, and person-centred care. I demonstrate these values through my daily practice and interactions with people using the service” and “The service values include providing safe, person-centred, respectful, and high-quality care. I demonstrate these by treating people with dignity, supporting their choices, and following policies and procedures.”

The provider showed an excellent understanding of the needs of people and the challenges they may encounter. People’s wishes, preferences and aspirations were at the heart of their care and support, and people were fully involved in the design and delivery of their care.

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. We had discussions with the registered manager, nominated individual and leaders and they demonstrated they understood the importance of strong leadership at all levels. They encouraged staff to be open and honest. Staff told us, “Team meetings are usually held every few months. They are valuable because they provide updates, encourage discussion, and help staff stay informed about changes and improvements” and “Every three month they do the staff meeting and I will attend most of the time, it is a very helpful for staff to discuss about concerns and meet other staffs, in staff meeting we will discuss about the agenda relevant changes made or required.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Processes were in place for staff to communicate their views on Newferry. Staff members told us, “Feedback is provided regularly, and good work is recognised and acknowledged” and “Management ensures I only undertake tasks that I am trained and competent to perform. I feel listened to and supported in my role.”

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. Discussions and feedback we had with staff demonstrated they were highly motivated and valued the leadership approach of fostering an inclusive team. Team leaders told us they developed their managerial skills with support from the leadership team.

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 provider had robust systems in place to check the quality of care. Audits were carried out on a regular basis covering all aspects of care delivery. Actions from audits were recorded and followed up in a cycle of audits, actions and outcomes. People and staff were updated on actions through regular meetings. The provider worked in a way which was proactive and preventative. Good governance has led to excellent outcomes for people. One staff member told us, “Yes, it is a good place to work. I enjoy helping people maintain their independence, building positive relationships with service users, and making a difference to their daily lives.” Risks identified were shared with all relevant parties and measures put in place to mitigate these. The leadership team maintained excellent oversight of the service and ensured they kept on top of issues arising and actions taken.

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 registered manager and the nominated individual understood the importance of working collaboratively with external professionals to ensure continuity of care for people. The provider had built positive working relationships with partners, to network, share experiences and ideas about ways to develop and improve care provision.

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. Staff told us they were encouraged to be involved in discussions on how to improve the service for people. The provider operated checks and audits in relation to all areas of the service. This ensured shortfalls were identified and the provider could act to drive improvement. Any lessons learned were shared wider within the staff group, to promote an open culture and continuous development.