Crowstone House

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 service was previously in breach of legal regulation in relation to good governance at the service. At this assessment we found improvements had been made and the service was no longer in breach.

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 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. There was a drive from the registered manager for people to receive safe and effective care. Staff shared the registered manager’s vision and there was a positive culture at the service. One member of staff told us, “The manger is really supportive and always want us to do well.” Staff were given roles as champions which came with additional responsibilities. There were named champions for dignity, moving and handling, IPC, safeguarding, dementia and nail care amongst others. One member of staff said, “I am a champion for moving and handling. I keep a check on equipment to make sure it is safe working properly and observe staff practice and give guidance if needed.”

The registered manager had 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 did so with integrity, openness and honesty. Staff told us they had a good team working at the service and that they were supported to develop their skills and career progression. One member of staff said, “We have a multicultural team and staff all get on really well with each other, everyone brings something different.” The registered manager was supported by the provider’s management team who frequently visited and had supported the improvements made at the service. There were safe recruitment practices in place. Staff received regular supervision and had an appraisal where they could discuss their role and accountabilities.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager promoted a culture of openness, honesty and transparency at the service. Staff were supported to speak up to drive improvements and positive outcomes for people and staff. There were policies in place to support staff with ‘whistle blowing’ should they witness poor practice. Staff told us they knew how to raise concerns and that the registered manager was very approachable.

The registered manager 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 registered manager told us they had a multicultural team with staff members from different parts of the world. Team members are treated equally with no preference to their, race, sexuality and spiritual beliefs. This has created a positive environment for staff to strive and feel part of the team. The deputy manager said, “We encourage staff to approach us as soon as they have concerns, an open-door policy, even if its personal we can discuss this with them.”

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. The registered manager had set up several systems to monitor risk, analyse themes and trends and respond to these with a full analysis of data. Improvements and learning points were highlighted and action taken to embed improvements. Information was shared with staff to continually drive improvements at the service and good outcomes for people.

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 registered manager worked closely with other healthcare professionals and provided office space for district nurses to use at the service. In addition, they access facilities in the local community for people to use and a local faith organisation visited the 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. The registered manager had a consistent approach to learning and analysing information from accident, incidents, health measures and complaints. They used learning from these analyses to share with staff and drive positive outcomes at the service. Staff were encouraged to develop their skills through relevant learning and national recognised qualifications. One member of staff said, “The provider encourages career progression.”