Walsingham Support - Supported Living Doncaster

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 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 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 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 provider’s values and vision were clearly articulated and understood by members of staff who were able to put the values into action. There was a positive staff culture in people’s homes. A member of staff told us, “Yes, I think the values of the organisation are good. I feel valued and listened to by my manager and the wider team. I am proud to work in this role and am committed to providing the highest quality of care to the people I support.”

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 registered manager and the management team were effective leaders who demonstrated a commitment to delivering high quality care and support to people. This commitment to quality was recognised by both relatives and members of staff. Relatives told us, “The organisation is definitely well led. I think the company is amazing and I would recommend it to anyone. From management down, the organisation puts people first.” A member of staff said, “My manager is always there and listens to and respects my suggestions and ideas. I receive guidance, supervision and training opportunities. I feel comfortable suggesting ideas in meetings or supervision sessions. I feel my contributions are recognised and I am encouraged to be involved in making decisions.” A relative summed up their thoughts about leadership by telling us, “[The registered manager] is very responsive.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistle-blowing policy in place and members of staff were supported and encourage to speak up, share ideas and report concerns about care and support.

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. The provider valued diversity in the workplace and supported members of staff to grow and develop in their job roles.

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 clear governance and quality management systems and processes in place. The management team carried out audits and reviews of paperwork and processes to ensure the delivery of care and support was maintained at a good standard. A relative told us, “The management team are excellent. If there were any problems, I would be looking for somewhere else. The management team have supported my [family member] to call me and they have always been helpful.”

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 provider worked collaboratively with local health and care professionals. There were good links with the local communities around each of the supported living bungalows and people were supported to access the local community and community activities. A member of staff told us, “People are supported with activities of their choice and they have access to local communities including attending local school sports days when they choose to go.”

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. The provider had a national involvement group called ‘The People's Parliament’ where people from across the UK were supported to share information, ideas and feedback about services and support. Feedback and ideas from the ‘People’s Parliament’ were used to influence and develop services at a local level. Notes and actions from the meetings were written in easy-read so everyone could read and understand the shared learning and improvement identified by people who live in the services.