Copperfields

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 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 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.

People and their relatives had opportunities to give their views and opinions during meetings with staff and management. They were kept up to date with the events within the service through the meetings.

Policies and procedures and staff training were available to guide staff in equality, diversity and human rights, helping to promote good compassionate 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.

The provider had processes in place such as team meetings which were facilitated regularly and involved staff on improvements they planned to make.

The registered manager had also kept their knowledge up to date to ensure care was delivered in line with good practice and national guidance.

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 and procedure (Raising concerns policy release date November 2024) in place. Whistleblowing is the term used when a staff member passes on information concerning wrongdoing. There was a culture where staff felt safe and confident to raise concerns without fear of reprisal. One staff member told us, “I would speak up to my unit manager or the registered manager if I had any concerns at all, but I don’t.”

The registered manager was open about lessons learnt and actions taken to prevent recurrence. They understood duty of candour and their responsibilities.

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 had an equality, diversity and inclusion policy. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

They made reasonable adjustments for staff in relation to any protected characteristics they might have.

Regular staff meetings were held with each of the staffing groups to share their views and experiences and for the registered manager to cascade information about things happening in the service. Staff meeting minutes were maintained to ensure that all staff had access to the information they needed. Staff confirmed they had access to staff meeting minutes. One staff member said,” I can raise anything at the meetings, we have seen improvements already, we feel listened to.”

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.

At out last assessment we found the provider needed to make improvements to their governance systems. At this assessment we found improvements had been made. The provider was focusing on keeping supervisions up-to-date and they were in the process of transitioning from paper-based care documentation to a digital care record system, to ensure good governance.

We found the issues we had identified in relation to governance had been discussed at a management meeting with a plan of how this will improve moving forward. The provider had introduced a new electronic system to complete audits and improve ways of working, to better identify, review and manage risk.

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’s quality assurance arrangements monitored the quality of care and people’s experience through its internal auditing processes. A wide range of audits and checks were conducted to monitor the quality and safety of the service and to identify how the service could be improved. These included areas such as risk assessments, care records, daily records, medicines charts and staff training to ensure they provided care and support to people to the required standard. Where shortfalls were identified, appropriate actions were taken to resolve them.

Data was used to identify trends and patterns in key areas such as accidents and incidents. This information was used to help the management team drive improvement.

Satisfaction surveys were also undertaken along with observations of practice.

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.

Staff and leaders ensured people received holistic and seamless support which met their needs including engaging with groups and organisations in the local/national community in innovative and proactive ways to support people with their personal identity and interests. For instance, the provider had taken active steps to support people and staff’s wellbeing, particularly around mental health. One key initiative was their partnership with ‘Andy’s Man Club,’ a national mental health charity. The mental health charity had visited the service to provide direct support and promote mental health awareness, reinforcing the provider’s commitment to creating a supportive and open environment.

The provider developed a valued association with the Leeds United Foundation, who now attended Copperfield on a weekly basis to deliver exercise sessions for people. The team’s engagement with the wider community had a positive impact on both people’s wellbeing and mobility, encouraging participation and helping to maintain physical health in a fun and engaging way.

The Provider worked with Huddersfield University, offering student nurse placements at the home and currently host a first-year student nurse, which reflects the provider’s commitment to supporting the next generation of healthcare professionals, while benefiting from fresh perspectives and evidence-based practice.

We received positive feedback from professionals in relation to working in partnership. One professional told us the new manager was forthcoming with information.

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.

The registered manager completed lessons learnt around the new electronic system in relation to care plans. They had identified further development of these ensuring regular audits on each unit were in place to identify any gaps in recording. They discussed at a ‘huddle’ meeting the importance of this and how this would be regularly monitored to ensure continuous improvement.

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.

Staff at all levels had opportunities to make suggestions about service improvement through staff surveys and meetings.

The registered manager kept up to date with local updates. They were committed to learning and improvement regarding people that lived at Copperfield. They were receptive to feedback from people who use the service and relatives and took action to improve the quality of the service.

The registered manager analysed incidents and accidents to identify themes or trends to reduce the risk of avoidable harm. The provider had introduced a leadership programme to support managers in leadership, safety and quality improvement.