Pathways of Hope

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 registered manager showed a focused approach in ensuring people received good quality care. Values were evident within the service through staff meetings, care planning, supervisions and quality assurance systems. The registered manager said, "Our supervision forms have been updated with values and discussed every time. We ask staff how they abide with Pathways values in their day-to-day role, how they ensure integrity.” People told us they were treated with dignity and respect by staff.

Staff completed Equality and Diversity as part of their core training and completion compliance was high. Ethnicity, religion and sexual orientation were captured within people's care plans.

Records showed that consistent and regular supervisions and appraisals were undertaken, while staff meetings were held so staff could provide feedback and contribute. Managers and staff understood the diverse needs of the people they supported. One staff member said, “During supervision, we receive structured guidance on expectations and best practices, enhancing the quality of care we provide.”

Leaders were knowledgeable about issues and priorities for the quality of services. They demonstrated a focus on providing person centred care and to monitor and manage the care and support for the people they supported. The registered manager showed a good knowledge of people’s needs. One staff member said, “The management team is highly supportive, maintaining positive relationships with carers. They demonstrate compassion and effectiveness in addressing concerns.”

People spoke positively about the improvements in management and office support. One person said, “Management seems to have improved over time. Getting better from previous year as they opened up a new office and I think carers have progressed into the management team so have a better understanding.” Another person said, “There are new people in the office, they are much better now and getting things right, so I think it’s improving.”

The registered manager encouraged an open service and office where staff could raise any issues about care and their roles. Staff were able to raise concerns directly with the Registered Manager. The leadership team carried out consistent and regular supervisions with staff to ensure that their views and feedback were heard. Staff received specific duty of candour training as part of their induction training programme.

The provider had a detailed and thorough policy guiding staff on raising concerns, detailing pathways to speak up freely and for whistleblowing. This provided assurances for staff on the protection and support they will receive should they need to raise concerns. Staff told us there were regular team meetings where they could speak about concerns and put forward suggestions for improvement. One care worker said, “I am able to share my concerns with my supervisor during supervision and get the help and support I need.”

The registered manager was clear on the approach to staff inclusion and equality, with a workforce of staff who came from diverse backgrounds. Many staff members were recruited from overseas. Staff had received Equality and Diversity Training as part of their training within the service.

The provider ensured that protected characteristics of those they supported were also considered as part of this approach. Care planning captured how these diverse needs and characteristics impacted their care needs and what adjustments were needed to support them. One staff member said, “The organisation fosters an inclusive and equitable environment, treating all individuals fairly.” Another staff member said, “Their commitment to fairness is evident in how they handle concerns.” We saw examples, and staff told us, of situations where their cultural or religious needs were dealt with compassionately by the management team and adjustments were made to suit them.

The provider had clear responsibilities, roles, systems of accountability and good governance. There was a clear management structure in place, while staff understood their own roles and responsibilities well.

Quality assurance systems were in place to maintain oversight of people’s support and improve care delivery. Management maintained good oversight of the actions and performance of staff. Spot checks were completed with care staff to ensure compliance within their roles, while shadowing records viewed by the inspector assessed new staffs’ progress during their induction stage.

The Registered Manager understood their regulatory responsibilities. A review of statutory notifications completed prior to on-site assessment confirmed that they complied with the process for reporting to local authorities. Management ensured that they, and care staff, understood their responsibilities relating to people's information, records and confidentiality. As part of their induction and training, all staff had completed General Data Protection Regulation (GDPR) training. Secure electronic systems were used so that staff could access information they needed to support people effectively.

The provider understood their duty to collaborate and work in partnership. Staff and leaders worked with partners and professionals in care, and shared information to ensure effective joined up working. Appropriate referrals for specialist and health support had been made where relevant and needed.

Leaders and staff worked with the local authority and social workers to ensure that they had all the information they needed to facilitate new packages safely and effectively. Records showed that there was partnership working with professionals in the mental health team, occupational therapists, district nurses and GPs for example.

The leadership has shown a consistent and positive approach to improving the quality of care. Since the last inspection, further improvements had been made and embedded in areas such as care planning, quality assurance and communication. Staff we spoke to were positive about the progress the service has made in the period since the last inspection. The registered manager said, “We had to change our approach. There was an awareness amongst care staff that we needed to change our old approach to a new approach. We increased staff meetings, created action plans. and a desire amongst team of the need to change.” One staff member said about the leadership, “What they do well is following up on concerns raised efficiently and effectively.”

Robust and consistent quality assurance systems and audits had been used to identify issues, and learning was used to drive service improvements and customer experiences. Processes were in place to ensure learning when things go wrong. Systems were in place for staff to report and record any accidents and incidents, while appropriate actions had been taken for each event. Staff told us that management were responsive and shared information about events when things went wrong, while encouraging professional development. One staff member said, “They tell me what’s working well and not working well.” Another staff member said, “They encourage professional growth by discussing developmental opportunities and supporting access to training courses, study days, and funded learning programs.”