Walfinch Hampstead & Camden

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 governanceassured high-quality, person-centred care; supported learning and innovation; and promoted an open, fairculture. The rating has improved from requires improvement to good during this assessment. This meantthe service was consistently managed and well-led.

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.

Staff and the registered manager demonstrated a strong commitment to the provider’s vision and the delivery of high-quality, person-centred care. The team shared a clear sense of purpose and had worked together towards common goals that prioritised the people they supported.

Staff reported feeling valued and motivated, and understood the importance of teamwork in achieving positive outcomes for people. A member of staff said, “I am really happy working here. They treat me with respect and it is a brilliant team to work with.”

The management team understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. The registered manager had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Relatives and staff spoke positively about the registered manager. A relative said, “[The registered manager] is a very good manager. They agency really does go the extra mile.” A member of staff told us, “[The registered manager] is available and is approachable.” The management team completed regular audits and checks in attempt to identify issues, concerns or priorities for the quality and overall running of the service. There was open communication between management and staff. Regular meetings and effective communication between management and staff provided them with an opportunity to discuss people’s individual support needs and the running of the service. There was an organisational structure in place and staff understood their roles, responsibilities and contributions to the service.

The provider fostered a positive culture where people and relatives felt they could speak up and their voice would be heard. Speaking up procedures were in place and accessible to staff. The registered manager operated an open-door policy and welcomed feedback from staff.

Staff were able to discuss issues at one-to-one meetings and team meetings. There were procedures for responding to concerns and to support staff to feel confident speaking up. A member of staff told us, “I am very much listened to.”

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.

Management were sensitive and responsive to staff’s individual circumstances. This helped to ensure reasonable adjustments were made to accommodate staff’s needs, where these were identified.

All staff we spoke with were positive about working at the service and felt they were treated with respect. There were staff meetings held, and the provider told us they encouraged staff to share ideas to develop the service. The provider was dedicated to supporting all members of their team. The service had an open and transparent, positive culture and the workforce was diverse.

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. Governance processes were in place. Audits and checks were carried out consistently. Audits included monthly checks as well as an electronic monitoring system which enabled the service to monitor in real time.

There was a clear management structure in place, with all staff being clear on their duties and responsibilities. The provider described a positive and supportive working relationship with the staff team and people using the service. A member of staff told us, “Good management. The agency runs well. Doing care work is difficult but [management] are very, very supportive and I want to work there for a long time. Management understand the job we do and support us in any way we need it.”

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 told us they worked with other professionals to help make sure people received continuity in their care.

The provider was committed to connecting with the local community and building relationships. Staff engaged in festivals, cultural events and the provider set up a local club called ‘our time to thrive’. This was an opportunity for people to come together for activities and to socialise.

Management looked for ways to improve the running of the service and the quality of care people received. Systems were in place to seek feedback from people, relatives and staff. People and relatives and staff were encouraged to provide feedback through meetings, telephone monitoring, surveys and quality assurance checks.

Management analysed the feedback in order to make positive changes. The culture within the service promoted honesty and learning from mistakes and there was a clear understanding of the need to be open in the event of anything going wrong.