Offices, Bowbrook House

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.

This is the first assessment for this service. This key question has been rated 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 service had a shared vision, strategy and culture. This was based on transparency, equity and human rights, and understanding challenges and the needs of people and their communities. People and their relatives felt listened to by the service. Everyone felt their views were encouraged, valued and respected. People told us they were regularly involved in tenant meetings where they could discuss things which mattered to them. One person told us, “To be honest I can’t think there is anything I would change.” People also felt engaged on a one-to-one basis where they were asked about their experiences of care and if there were any changes they wanted to make. None of those we spoke with could think of any improvements to their experience.

The service had inclusive leaders who understood the context in which they delivered care and support which embodied the culture and values of their workforce and organisation. The management team had the skills, knowledge, experience and credibility to lead effectively. People found the management team to be engaging and responsive. Everyone told us they know the management team including the directors and found them to be approachable, supportive and engaging. One person told us, “I just couldn’t wish for a better team. Everyone is so supportive. I feel reassured by everyone. I have no complaints at all.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Everyone felt able to openly speak up about anything that concerned them. No one we spoke with could think of anything which they felt they would like done differently. However, everyone felt they could talk with any of the staff or the management team if they had an idea and felt they would be valued and respected. Staff members knew the relevant policies and procedures which directed their work including the whistleblowing policy.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for staff who worked for them. The management team were acutely aware of perceived disparities in the experience of staff with protected equality characteristics, and actively engaged with them to ensure a safe and supportive working environment was promoted. All those we spoke with believed they were treated fairly and free from discrimination.

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 acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. Managers had effective quality checks in place to ensure people received the care they consented to. For example, regular checks were completed on the administration of medicines to ensure people received them as prescribed. If there was an issue with recording medicines the management team had systems in place to ensure people received these as prescribed.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborated for improvement. The service engaged with a provider representation organisation where best practices and updated practices in health and social care were shared to ensure people received effective care which adapted to changes at a national level. People were supported by staff and the management team to engage with their local communities and partners. This included GP’s, District Nurses and others involved in their care and support. This supported people to remain in control of their own care and supported their own independence.

The service focused on learning and improvements They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe and effective practice. The management team reviewed incidents, accidents or dangerous occurrences to see if anything could be done differently. They shared learning across other parts of the organisation to ensure lessons learnt were cascaded to others to help improve care. For example, the service provided additional regulated activities in other residential services. Any learning across any of these services was cascaded to everyone. For example, where mandatory training was required this was shared between all of the providers services to ensure people receive consistent care and support which met their needs.