Short Term Intervention Team (STIT)

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 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.

This service scored 71 (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 team demonstrated a strong value base promoting care and support that was person-centred, open and inclusive, helping to achieve the best outcomes for people.

The provider 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.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff explained there were various arrangements in place to enable them to raise concerns and to speak up if they observed poor practices or any concerns. We were told the managers were always responsive to any concerns made and they were confident to speak up without any repercussions. One staff member said,” My line manager is very involved, I have no concerns, if we need help or advice, we know they [management team] are there.

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.

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. Staff said the management team led by example and they were confident in the leadership and management of the service. Staff felt they and the management team worked well together and any poor practices or issues would be immediately addressed.

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 worked closely with other teams across health and social care, so people's social, emotional and physical needs were met in a timely and consistent way. For example, collaborating with the local district hospitals to facilitate timely discharges.

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. Continuous monitoring and scrutiny of the service helped to identify any themes or areas of improvement. Action plans were updated on a regular basis and identified outstanding areas of work as well as progress made in all areas of service delivery.