The Restored House 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.

This is the first assessment for this newly registered service. This key question has been rated 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 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.

The provider’s vision was based on Christian values which was underpinned by a vision to provide high-quality person-centred support and care to people, whilst enabling them to live independently in their homes.

This vision and culture were understood and practiced by staff. One member of staff explained, “[Manager’s name] just wants people to be looked after, to be well taken care of, and to help them through life. She sets high standards for the staff and supports staff to achieve this. She wants people to feel dignified and comfortable in their own homes and to be independent.”

The registered manager was not afraid to challenge any shortfalls in practice, they told us, “I constantly evaluate whether staff are practicing our values, this starts at the interview and continues with spot checks. I use people’s feedback to assess if staff align with our values and ethos."

The provider 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. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The owner of the care company was also the registered manager. The registered manager was visible and available to staff at all times and understood the need for staff to feel involved with the strategy they were trying to deliver. The registered manager took a hands-on approach to the running of the service and led by example, fostering cooperative and positive relationships with staff.

We received positive feedback about the registered manager from people, their relatives and staff. A member of staff told us, “[Manager Name] is great, approachable and always on hand. They have very high standards of care for people."

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

People and their families were involved and consulted in reviews about their care and support needs. People and their relatives told us there were multiple opportunities to have their voice heard, and that they could speak up at any time. One person told us, “If I am not happy, I would tell them [staff], and I can call the manager - she is good.” Relatives told us “I have no issues and Mum is happy, but if she wasn’t, I know we could raise anything,” and “If I had any concerns, I would not hesitate to raise them and I know they would be acted on.”

People were able to feedback via questionnaires, home visit, telephone calls and could call into the office if they preferred. The provider welcomed any feedback, even if critical, and was able to demonstrate what action had been taken in response.

The service understood its obligation to adhere to duty of candour principles. When something went wrong, people received a timely apology, and actions were taken to prevent the same happening again. 

Staff were regularly consulted for their feedback through methods such as questionnaires, staff meetings and staff supervision processes.

One member of staff told us, “I can make suggestions to the manager, she listens, and they are acted on."

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.

Processes were in place which helped to protect the rights of staff under the Equality Act. Risk assessments and any reasonable adjustments measures were used if appropriate. This helped to create a more equitable and inclusive organisation.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Governance tools, such as audits, were used effectively to monitor and improve the quality of care. Quality frameworks, recognised standards and best practice guidance were used to help improve equity in experience and outcomes for people.

Policies and procedures helped staff understand their role and responsibilities. The registered manager was able to account for the actions, behaviours and performance of staff. For example, by using supervision, appraisal and regular competency checks.

Audits and governance processes such as the analysis of accidents and incidents enabled a proportionate approach to managing risk. These processes helped to ensure the service had an accurate picture of the safety and quality of the service at any one time.

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 provider was open and transparent, and collaborated with relevant external stakeholders and agencies. For example, we saw how staff had engaged with a partner agency to enable them to support a person with a specific health care need. This additional knowledge had significantly improved the quality of care provided to the person as staff were equipped with a better understanding of their needs, and had further developed their skills to meet the person’s needs.

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.

Processes were in place to help to ensure that learning happened when things went wrong, and from examples of good practice. For example, learning took place in staff meetings and during supervision processes. Staff were supported to develop their skills around improvement and innovation, and could request additional training for topics they had an interest in.

The registered manager positively encouraged staff to speak up with ideas for improvement and innovation. The service had strong external relationships to help support improvement and innovation. For example, they had recently linked with a specialised external agency to broaden their knowledge and to help better meet a person’s specific needs.