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• 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

There was a new management team in place who had created an open and inclusive culture within the service. Managers were experienced and led with integrity ensuring people and staff felt valued. The service worked well with other partner agencies to collaborate for improvement. The management team were committed to reviewing practices and processes to drive improvements across the service. There were governance systems in place which assessed and managed the safety and quality of the service. However, some improvements were required to how tasks were delegated and communicated among the management team to reduce the risk of error.

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 new management team worked well together to ensure they created an open and positive culture across the service. The manager said, “We try to praise staff as much as we can, and we always let staff know they are doing well and if we see positive things we let them know. My door is always open.” Staff spoke positively about the environment where they felt valued and saw Spring Tree as a good place to work.

Staff were and were asked to feedback their thoughts, views and opinions to promote improvements and good practice throughout the service. Staff contributed through 1:1 supervisions, meetings and surveys.

The manager and deputy manager were relatively new in post but worked well together to combine their knowledge, skills and experience to lead the staff team effectively and make continuous improvements to improve people’s outcomes. The manager said, “I try and lead by example and do not ask anything of my staff I would not do myself.” The deputy manager said, “I have been given the responsibility of training staff and me being able to share firsthand knowledge with staff is so much better than them reading from a book, or a computer.” Staff told us they received continued support from the management team and used this to enhance their own skills and practice to ensure people received high quality care.

The manager was committed to keeping up to date with changes in the health and social care landscape and used a variety of ways to up skill themselves. They said, “We are constantly learning. We don't assume we know the answers all of the time, but we work to find out. We contact our sister homes to share practice and knowledge between us.”

There was a whistle blowing policy in place and staff spoke confidently about their ability to speak up in line with the policy and were confident and issues raised would be dealt with by management appropriately.

A whistle blowing policy was in place and was accessible around the service for people and staff to access as needed.

Staff received support to ensure their needs were met and were part of a diverse and inclusive workforce. The manager promoted equality and diversity across the service. The registered manager gave us examples of how they had supported staff to ensure their protected characteristics were met. The manager spoke about their plans to evolve the inclusive practices for people, staff and visitors to the service.

People, relatives and staff were aware of the processes in place to enable them to speak up and have their voices heard and valued.

When things went wrong, staff were encouraged to take accountability by sharing in learning from events which had occurred. The manager and the deputy manager had their own systems in place to share information with each other and staff relating to governance, however it was agreed this needed to be more uniformed due to a communication error which had recently occurred.

There were systems in place to assess and maintain accountability, safety and governance across the service. Audits were completed regularly, and processes put in place to address any identified shortfalls.

The effective partnership working across the service contributed to positive outcomes for people’s care and support.

Staff worked collaboratively with other health and social care professionals when and where required to improve people’s quality of life. Managers were supported by external agencies and partners to ensure people were able to lead fulfilled lives.

The manager evidenced where they had received positive feedback from partners about the service provided.

The management team worked alongside other professionals and stakeholders to improve outcomes for people. There had been a recent quality improvement assessment undertaken at the service by the Local Authority and the management team were working with them to ensure processes and systems were in place and effective.

The manager was working closely with the local authority following the recent quality assurance visit to achieve full compliance quality and safety across the service. The manager was responsive to the inspection feedback about some of the issues identified such as with medicines.

The systems and processes for improving quality were effective and there was a shared approach of continuous learning and improvement.