Kibblesworth

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 was the first inspection for this 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 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service had a very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. The staff team consistently strived to ensure the service put people first. The management team were constantly looking to see where there were gaps in practice and addressed them. The work of the management team and staff had been recognised by external parties. This year the service had been a finalist in the Neurological Rehabilitation Times Award because they were always going the extra mile for clients and their relatives. The staff team had worked together to enter competitions run by the provider. They successfully won 2 of these and used the money they received to enhance the garden at the service.

The service had exceptionally 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 always did so with integrity, openness and honesty. Staff consistently reported the manager was approachable and really encouraged them to go the extra mile. The registered manager had also been nominated for an external award because of their person-centred practice. People, staff and external professionals were extremely positive about how the provider and registered manager ensured people experienced the best outcomes and reached their full potential. A staff member said, “I feel listened to. I think the management team appreciate that we probably know the residents best and if I have made suggestions for ways of doing things better, they have been taken on board.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. People, relatives and staff told us they felt confident to raise concerns with the management team and these would be listened to and acted upon. All had a really positive experience of working in the service as they felt their views and suggestions were actively taken on board. A relative said, “The manager and deputy manager are readily available and respond rapidly to anything that is raised. I speak with them most weeks and they are very open to any concerns. I find I am listened to.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider and management team valued diversity and ensured they followed best practices guidance.

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. Internal governance procedures were in place with a range of quality monitoring systems and audits. These had helped identify where actions were required and areas for improvement. The registered manager was supported in their governance procedures by an area manager and oversight from the provider.

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. A professional said, “All of the management team are approachable and responsive. Their communication is excellent and always keep me in the loop with updates about my clients. They are flexible in their approach to ensure clients’ needs and wishes are met and will adapt when needed to maintain client’s quality of life.”

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. There was a process in place for staff to ensure continuous improvement through innovation and learning was achieved. Staff were actively encouraged to work with people in ways which aimed to improve outcomes for them and allow each individual to experience a good quality of life. The provider ensured staff were supported to keep up to date with developments in best practice for neurological conditions. The registered manager promoted this approach across the whole staff team. This had led to the maintenance person being a part of the provider’s regional health and safety oversight group.