Inspire Neurocare Worcester

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 inspection this key question was rated requires improvement. At this assessment we identified improvements had been made and the rating has changed to good. The provider had implemented robust quality auditing systems which identified shortfalls where actions could be taken without delay. 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.

There was a shared vision with a transparent and open culture at the service The provider had improved their systems to ensure people were provided with person centred care which achieved good outcomes for people. People and staff told us they recognised the improvements and felt this had a positive impact on them.

The provider had made improvements since our last inspection to ensure people lead more active and inclusive lives. The service had linked with local and wider providers to share and utilise resources. Systems and processes promoted a listening culture and equality, and diversity were recognised and supported.

The provider had a clear management structure which monitored the quality of care to drive improvements in service delivery. The registered manager had recently left the service, however suitable provisions had been put into to place to oversee the running of the service. The provider was actively recruiting to fulfil the registered manager post.

The provider had several internal quality audits to monitor, review and improve the service to meet their regulatory requirements. Since our last inspection these had been embedded, and where needed the appropriate actions and reviews had been taken.

Staff had opportunities to make suggestions and contribute to the development of the service at staff meetings, surveys and through the provider's supervision procedure. Staff told us they felt able to raise concerns and these would be listened to. One staff member told us, “If I had any concerns, I would feel comfortable raising them with the lead life skills facilitator or the director of operations”. Leaders understood their responsibilities under the duty of candour. The duty of candour is to be open and transparent, and it sets out specific guideline's providers must follow if things go wrong with care and treatment.

The provider had a whistleblowing policy in place. People we spoke with identified staff members they would feel comfortable raising any concerns with. The provider also had a QR code located at reception for people, relatives and professionals to share their views on the service. The provider had systems in place to monitor when things went wrong and follow up any actions or learning required by staff. This was shared in regular clinical and staff meetings.

The service promoted an inclusive and fair culture, and most staff told us they were treated equally and were happy to work as a team. Staff had received training in equality and diversity. We saw the provider utilising overseas staff skills within the service to enhance people’s wellbeing.

The service had recently promoted a “diversity week”. People and staff were involved in the planning and had enjoyed trying out new foods suggested and prepared by the chef. A person had been supported by staff to complete an exercise challenge to raise money for a charity which held personal meaning to them.

Staff told us things had improved since our last visit with management and governance oversight. Some staff members shared there was a little uncertainty with the registered manager leaving, however they felt comfortable communicating with the wider leadership team. One staff member told us, “There have been massive improvements, with all aspects, we now get more support from managers”.

A structured governance system had been put in place since our last inspection and was well embedded into the service. The provider had arranged 2 visits from an external provider to complete assessments on the service to look at their previous shortfalls and concerns. This was to ensure they were continuously improving their practice and meeting their regulatory responsibilities. A continuous service improvement plan was in place, and routine provider oversight demonstrated good governance of the service.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. For example, referrals were made to external professionals where this was required for people. People and relatives spoke positively about collaborative working with the service and external professionals. Relatives said they were kept informed of any changes to their loved one’s care. Peoples care plans demonstrated where referrals had been made.

Staff told us and we observed good working relationships with people, which led to positive outcomes. Staff advocated for people through referrals to professionals to protect their dignity and maintain their independence.

Professionals who worked with the service told us appropriate referrals were made, and where concerns had been raised, these had been actioned promptly. One professional told us, “They are very approachable and responded immediately when I raised a couple of minor concerns I had”.

Peoples care plans demonstrated where referrals had been made, these included follow up referrals when people’s needs had changed, and they required alternative or additional equipment. The wider community and people’s relatives and representatives were welcomed to the service for parties and events.

The service 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 contribute to safe, effective practice and research. Staff demonstrated good knowledge of the service and the complex needs of people they supported. Some people and staff were involved in an external project to help improve mealtime experiences for younger people with neurological conditions. The project highlighted the value of seeing people interact freely and positively during mealtimes. People and staff share best practices on food quality, people’s choice, and inclusion through food-related activities.

Since our last inspection significant improvements had been made to ensure overall governance and management of the service was robust. The senior leadership team were regularly present and involved in the service. Recommendations from local authority visits and audits had been implemented, and lessons had been learnt where previous errors had been made to ensure they were proactively addressing any future concerns. Leaders are promoting the external project and said they are planning on promoting “mealtime champions” to coordinate and enhance mealtime experiences for people. Leaders would also like to be part of developing a Food Assessment Framework.