Bridlington

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 good. At this assessment the rating has remained 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 mission and vision statement. 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. Staff understand the mission statement and felt they offered the values required to work for the provider. The provider had a policy for promoting equality and diversity and staff had undertaken training in this area. The training supported staff to recognise their responsibility for promoting inclusive healthcare.

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. The registered manager was visible in the service and staff felt supported by them. Comments from staff included, “I would be supported by the management, and I would always go to the [registered manger] if I had any concerns” and “I know who they are, they are visible, and I get a lot of support from them.” Action plans were developed from team meetings and the registered manager worked hard to instil and promote a good culture. People spoke positive about the service and the staff. Comments included, “I would recommend the service to anyone 100%”, “They are marvellous carers and so professional” and “I cannot fault the service it is excellent.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they would feel confident speaking up if they had any concerns and felt they would be supported by the registered manager. The provider had a whistle blowing policy in place and staff had a good understanding of how to whistle blow if they needed to.

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. Staff told us the registered manger treated them fairly and supported them with reasonable adjustments to ensure they could continue to work. A staff member said, “I got a lot of support, the registered manager would not let me work on my own and I had phased hours until I felt confident, it was all my choice.”

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, care and support. They had effective quality monitoring systems in place. The registered manager produced action plans from audits, and they were used to continually review and improve the service. The provider and registered manager had regular meetings to review the quality and sustainability of the service.

The registered manager was committed to improving how the service worked collaboratively with a range of different health services to ensure people received the right support. Action plans were in place to support this. Feedback from people who use the service was analysed for themes and trends and this was used to improve the service and ensure good quality care.

The provider focused on continuous learning, and improvement across the organisation. They encouraged creative ways of delivering good outcomes and improving the quality of life for people. Staff told us they were involved in lessons learned and team meetings were used to drive improvements. Surveys were sent to staff for them to complete anonymously and action plans were implemented to improve care and support along with staff’s working experience.