Ashview

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

At the last inspection, the provider was in breach of the regulations because they had failed to ensure effective monitoring and management of the quality and safety of the service, oversight of incidents and safeguarding concerns and risks to people's health and safety. At this assessment, significant improvements had been made to the overall management and governance of the service. Systems had been introduced which were effective and sustainable and involved people and staff in the development of the service using a collaborative and inclusive approach. The manager had created a caring and inclusive culture for people and staff who lived and worked at the service.

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 manager had created a shared direction and positive culture at the service. This included revisiting the values and behaviour of all who lived and worked at Ashview. The results of this had provided a new direction of respect, listening and involving people in all aspects of their lives. The manager led by example to ensure they created a positive culture which placed people's needs at the heart of the service.

The culture of the service promoted people's individuality. People's care was person-centred and they were supported to plan and achieve meaningful outcomes which enabled them to develop and flourish.

There was a new manager employed since the last inspection. We found them to be a capable, compassionate, knowledgeable and inclusive leader and role model. They were well respected by people, family members and staff who found them approachable, communicative and transparent. A family member told us, “[Name of manager] is a great asset to the home and always keeps us updated about [person’s name].”

Staff told us the new manager had made great improvements to the service and they felt able to discuss their views and ideas with them. A staff member told us, “[Name of manager] has just turned things round, slowly getting everything better for everyone.” The manager was able to demonstrate their knowledge of best practice for supporting people with a learning disability and autistic people. Care was being delivered in line with right support, right care, right culture guidance. We were assured the manager had the appropriate skills and experience to manage the regulated activity at the service.

Staff felt they could speak up and discuss issues and concerns and report to the manager. They told us they would be listened to, and action would be taken. A staff member said, “I trust the manager as I know they will do the right thing. We are supported and can be ourselves at work.”

The provider had invested in opportunities for staff to feel valued and supported in the work place. Resources were available to assist staff with their physical and mental health. This included a health assured programme, a cycle to work scheme and positive support from the access to work scheme so that staff had the necessary support to thrive in their roles.

Staff told us the manager and provider were supportive and inclusive. They had a thorough induction and shadowing and were welcomed into the team. A staff member told us, “It is all going very well. I am learning a lot every day and staff are patient with me.” Another said, “My interview was good, and I was treated well and respected for what I could offer.” Staff felt empowered and were confident their concerns and ideas resulted in positive change to shape the service and create a more equitable and inclusive organisation.

There were effective and proactive ways to engage with and involve staff, with a focus on hearing the voices of staff with protected equality characteristics. Support and flexibility and reasonable adjustments were made for staff as and when needed.

The provider's processes for monitoring the quality and safety of the service were effective and responsive. People were kept safe, their rights protected, and they received good quality care and support. We saw audits completed which checked all parts of the service were working well and actions were taken to remedy any shortfall or negative impact on people. The manager demonstrated they had oversight over people's current needs and risks to their health and safety. Risks to people's safety were well managed and monitored. Information in care plans and risk assessments was accurate and up to date and there was a process to effectively audit people's care records. A staff member said, “We take pride in all we have done to make the service better and people are so much happier and doing so much more.”

There was robust oversight of incidents, accidents and safeguarding concerns. Actions taken to investigate and analyse incidents and safeguarding concerns were recorded and lessons learnt as a result. These were shared with staff in knowledge sessions and team meetings to ensure all worked together to improve the service. People and those important to them were actively involved in developing and running the service. This had changed the service significantly, and everyone who lived and worked at the service played a part to make the service responsive, caring and safe. Improvements in the service had been made and were sustainable as they were realistic, manageable and involved people and staff in maintaining them.

People participated in the life of the community with the support of staff and services. We saw a person very excited when they returned home from work telling the manager all about their experience. The manager listened intently and was very responsive. Another person told us about their plans to get out a lot more and said, "I am just waiting to start a part time job, that will be really good and I am looking forward to it."

We saw evidence of effective communication and collaboration with healthcare services and referrals were made in a timely way. The manager and staff fostered good relationships with community venues for people to enjoy social and leisure activities either as a group or individually.

We saw there was good communication with a range of professionals who worked together with the staff and manager as partners to enable people to grow and develop skills and abilities. The manager and staff worked closely with other CareTech services and people spent time togethers planning events and socialising.

The manager worked very proactively in creating partnerships with health, social care professionals, and organisations providing access to community services. This included good collaboration with the places people worked and volunteered at. One person had been supported to complete their DBS check and were waiting to start part time work.

The manager was able to evidence how people were encouraged to develop more independence and skills and where people had achieved good outcomes. One initiative created was called, ‘Keep trying out new things every day’. The process, activities and outcomes were documented and resulted in a person achieving personal goals, becoming happier, calmer and having an enhanced quality of life.

The manager had a good understanding of how to make improvements happen. Their approach was consistent, collaborative and inclusive. There were processes to ensure that learning happened when things went wrong. The manager encouraged reflection and collective problem-solving.