7 Eworth Close

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 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 manager told us their values were to provide high quality, person-centred care in line with Right Support, Right Care, Right Culture. We saw that staff were working in line with these values. For example, people were supported to do the things they wanted to do and staff respected people’s home. There was an exceptionally homely feel to the service. During the out of hours visit, some people were sat together watching TV together. The staff member told us they often sat and watched the soaps together. People told us they loved doing this. People’s rights were respected.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

We received consistently positive feedback about the service manager from people, relatives, staff and professionals. For example, 2 relatives told us, “[Manager] is excellent”. Staff also echoed this. One staff member commented, “I could ring [manager] and she would come, she is amazing”. Professionals commented, “It was the service manager who first contacted me, and I have always found her very communicative and easy to deal with”.

We observed the manager treating people with genuine respect and modelling inclusive care throughout the inspection. For example, the manager encouraged people to come and speak with us and show us pictures of the activities they had been up to. The manager also ensured people were at the centre of any discussions held about people at the service.

The manager told us they had close contact with the registered manager who regularly called and visited the service.

Leaders had created a culture which supported people’s human rights. For example, by enabling people to have personal relationships, supporting people to access the community and achieving their goals. People were supported to embrace the community. For example, one person was supported to regularly visit their family in another town. One staff member told us, “[Person] loves these trips and really looks forward to them.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us they were able to speak up and raise any concerns. Staff described the manager as approachable. The manager told us there was an open-door policy and told us senior leaders were very supportive. Staff were valued and their suggestions were welcomed; staff supported this feedback.

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 manager made reasonable adjustments for staff to enable them to work. For example, one member of staff who had a medical condition was able to return to work on a lengthy phased return over 6 months. Another staff member who started working at the service for work experience, wanted to continue working for the service. The provider amended the staff member’s duties suitable for a person under the age of 18, so they were able to continue working for the home. The staff member still works for the service now.

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.

There were a range of governance systems in place to monitor the service. For example, there were regular audits of care plans, health and safety and health and wellbeing. The manager also completed unannounced audits and sought feedback from people and their relatives to ensure people were happy with the care provided.

The service worked in line with best practice guidelines in relation to supporting people with a learning disability, and the manager had knowledge and understanding of this.

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 worked collaboratively with people, their relatives and professionals to ensue care and support was holistic. For example, records demonstrated people were involved in the creation and review of their care plans. Relatives told us care was reviewed on an ongoing basis. Relatives mentioned how staff had worked collaboratively with them to ensure people could access healthcare services. People were supported by a range of professionals to ensure they received care which was holistic.

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 manager focussed on continual learning and innovation. For example, staff told us they were encouraged to make suggestions in team meetings about different ways of doing things, and these were listened to.

There was evidence in people’s care plans about staff listening to people’s feedback to improve the service. For example, one person’s care plan stated they did not like the flooring in their room, we saw this had been changed and the person was happy with the new flooring.