The Paddocks Also known as previously Wilsic Hall College

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.

The provider was previously in breach of the legal regulation in relation to the governance of the service. Improvements were found at this assessment and the provider was no longer in breach of this regulation. The registered manager had taken action to strengthen their in-house audits of medicines, infection control and risks to people’s health and safety.

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. The mission of the provider is to enable people with complex needs to achieve their potential. The provider had a mission statement in place which laid out clear goals and objectives focusing on positive outcomes for people. Staff we spoke with were passionate about promoting a positive culture that was person centred, open, inclusive, and empowering.

The registered manager were passionate about improving people’s quality of life and staff we spoke with shared this vision. This helped to make sure people were at the centre of their support when decisions were being made about their lives. The provider made sure there were active discussions about closed cultures so if they began to develop, they could be quickly identified and addressed.

The service had inclusive leaders at all levels who understood the context in which they delivered care and support and embodied the culture and values of their workforce and organisation. The provider had systems and processes in place to provide appropriate support to the people using the service, and for staff. Staff we spoke with were positive about the support they received and gave examples of additional support they had been given to meet their individual circumstances.

There was a positive culture of person-centred care for people living at The Paddocks. The ethos, values, attitudes and behaviours of leaders and care staff ensured people using the service were enabled to live a good, ordinary life, as part of their community.

The registered manager had managed the service for several years and knew people well. They had the skills, knowledge, experience and credibility to lead effectively and they did so with integrity, openness and honesty. Their focus was on making sure people were enabled to live a good, ordinary life, as part of their community.

The registered manager provided regular opportunities to listen to feedback and used this to drive improvements in the service. Staff felt confident their voices were heard, and action would be taken if they raised concerns. One staff member said, “Our managers are approachable. [Registered manager’s] door is always open, and he makes time for us.”

The provider had a complaints and compliments process in place. An easy read version of the complaints form was seen displayed throughout the service. Staff we spoke with were aware of the provider’s policy on whistleblowing and knew how to whistle blow should the need arise.

The service fostered a culture where people could speak up and their voice would be heard. There was regular engagement with people and their representatives and a focus on supporting people to thrive, develop skills, have new experiences and live the life they choose.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider had policies and procedures in place to create an inclusive environment that upheld the principles of equality and diversity. The provider was aware of their duty as an employer, to understand and respect people’s protected characteristics and prevent discrimination. The provider employed overseas workers and made sure overseas staff were aware there was a liaison worker that they contact for advice and support.

Training was provided for staff on equality and diversity. Staff spoke positively about the management team and voiced no concerns. We were given examples of when the provider had been flexible with staff regarding their working hours in response to changes in their circumstances.

The service had clear responsibilities, roles, systems of accountability and good governance. The management team used these to manage and deliver good quality, sustainable care and support. Compliance and quality monitoring systems had been strengthened and embedded into practice. The outcomes of audits and checks were regularly reviewed to identify compliance, lessons learned and areas for improvement.

The model of care is not in line with current best practice guidance, ‘Right support, right care, right culture’ as the home is larger than best practice guidelines. This was because the service was operating before this guidance was released. However, this was somewhat offset by the management and staff team having a strong focus on outcomes for people, enabling them to live the life they chose. People had the option to live alone if they preferred and this was suitable for them. If people preferred not to live alone they could have the option of living with 1 or 2 other people in shared houses that had a small-scale, domestic feel. The provider involved people in choosing who they lived with.

The provider engaged with others so people could thrive, develop skills, have new experiences and live the life they chose. The registered manager understood their duty to work collaboratively with partner professionals for good outcome for people. They shared information and learning with partners.

The management team worked with people, their representatives and staff to build a culture that focused on enabling people to enjoy their lives. Relatives felt involved and consulted. One relative said, “I know both the manager and deputy manager. We attend all meetings. Another relative told us, “I have always found it easy to talk to the manager and we have a two-way conversation.”

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. Mangers actively contributed to safe, effective practice. The registered manager worked with people, their representatives and staff to build a culture that focused on enabling people to enjoy a full life.

One relative said, “It is safe and comfortable, and we have a two-way process to make it better and staff are on board with suggestions.”