The Cube Disability Ltd

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 inadequate. 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.

At the last inspection the service was in breach of legal regulation in relation to governance. Improvements have been made and the service is no longer in breach of this regulation.

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. Staff told us there was a “happy and welcoming” culture within the service. One staff member told us they could see positive changes since they had started with the organisation. They said “the previous management didn’t have quite simple things in place. There has been a great improvement and I know that they will make simple changes straight away.” The provider had adequate systems in place to monitor the culture of the service.

The provider had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice. Feedback was sought from staff and people following the previous holidays and changes were made based on this. This included changes to accommodation booked. People’s relatives told us they had seen improvements. On previous holidays one person had returned with constipation as their food intake and continence care had not been monitored appropriately. On the holiday reviewed during this assessment their bowel care had been managed appropriately and they were free from constipation.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us that they felt comfortable speaking to the manager if they had any concerns. There was a process, including meetings and surveys, in place for feedback to be gathered from staff after each trip. For example, on a previous trip staff had fed back that the accommodation was too far away from the venue and the sleeping arrangements were not ideal. Different accommodation was arranged for the next trip to the same venue. The registered manager also told us that they now ensured they are able to see multiple photographs of the accommodation to ensure suitability before booking it. They knew how to escalate concerns if necessary.

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. Staff told us they “felt empowered to make the service a success.” They told us they felt supported at work and that the provider is a good organisation to work for.

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. We saw evidence of care plan audits identifying issues that were seen during the assessment and plans to improve these areas. We saw that learning from previous inspections had been embedded in the service. There was now a robust system of checks and audits in place to identify any possible shortfalls in documentation. Previously care plans, risk assessments and ‘as required’ medicine protocols were not in place. These have now been completed and were available for staff both prior to and during the holidays digitally and in paper form.

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 service worked in partnership with people and their relatives and carers to draw up itineraries for the trips. The people who went on the short breaks also attended day centres run by the service. Information about people’s support needs was shared between the day centres and the short break service.

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. Learning from the last inspection had been embedded within the service. Feedback was sought and welcomed from a variety of sources, including staff, people and their relatives. This was used to drive improvement in the service.