The Robert Atkinson Centre

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 lasted rated inspection this key question was rated as requires improvement. At this inspection the rating has changed to good. This meant the service was managed by leaders who created a culture aimed at promoting high-quality, person-centred care. Since the last inspection the provider had employed a company who provided staff experienced at improving adult social care services to assist them review and improve the governance systems. The company had provided a detailed and thorough assessment of the service and made recommendations around areas to improve and how this could be achieved. They had created an action plan, which the provider had systematically worked through, and the company routinely reviewed the changes being made. The governance arrangements now in place supported the provider to identify when and where improvements were needed and ensure appropriate action was taken. The registered manager valued diversity in their workforce and had put systems in place to ensure an inclusive and fair culture was created. This is based on transparency, equity, equality and human rights, diversity, inclusion, engagement, understanding challenges and the needs of people and local communities. The registered manager consistently looked at how to improve equality and equity for the people they provided support to and people who work for them. The provider ensured there was a system in place to encourage continuous learning, innovation and improvement across the organisation. They aimed to foster a positive culture where people feel that they can speak up and their voice would be heard. And encouraged creative ways of delivering equality of experience, outcome and quality of life for people. Staff understood their duty to collaborate and work in partnership. They, when needed, shared information and learning with partners and collaborated for improvement.

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 registered manager and staff had a shared vision, strategy and culture of putting people first. The staff discussed how the registered manager operated an ethos of always striving for excellence and how they found this good practice. They continually looked at how to enhance the service using creative ways to deliver optimum care and support. The registered manager had worked closely with people to ensure they understood the remit of the service and what was realistic for staff to do in a hour and availability of staff.

The provider had a clear position around developing services which were person-centred and tailored to each person's needs. The policies and procedures the provider had put in place were based on providing transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and local communities.

Staff told us the registered manager promoted a positive, person-centred culture. The registered manager and staff always aimed to put people’s needs and wishes at the heart of everything they did. At times people’s expectations of what could be achieved in an hour needed to be revisited, as staff could not fully clean the house, cook a full homemade meal and provide personal care in that time. However, the registered manager worked with people to find common ground on how to achieve this aspiration. Staff felt the registered manager promoted integrity, openness and honesty. One staff member said, “[Registered manager] is responsive and takes issues seriously, ensuring that concerns are addressed promptly and effectively to maintain high standards of care and safety.”

The registered manager supported staff to understand the context in which they delivered care and support to people. They were very knowledgeable about issues and priorities for the quality of services the local BME communities would find improved people’s lives. They had accessed appropriate support and development for their role. Systems were in place to check staff practices embodied the organisation’s culture and values.

Staff told us they felt confident to raise concerns with the provider and these would be listened to and acted upon. A staff member said, “We have regular staff meetings, and they are very helpful. These meetings provide a valuable platform for discussing resident care, sharing updates, and addressing any issues. They also foster teamwork and ensure everyone is aligned with the care objectives and protocols. I find that my views are listened to and that any suggestions I make for improving the service are taken on board.”

The provider had policies and systems in place, which aimed to foster a positive culture where people felt they could speak up and that their voice would be heard.

The registered manager discussed how they valued diversity in the workforce. They encouraged an inclusive and fair culture through improving equality and equity for people who worked for them. Staff were from different backgrounds and some were from overseas but all were bi or trilingual as this was a requirement for working at th service. The registered manager worked with staff so everyone understood different cultural experiences and expectations when working with individuals. Staff confirmed they had a working environment which encouraged effective teamwork.

The provider had ensured equality, diversity and inclusion policies were in place and these were followed. The human resources team made sure people from a diverse background felt enabled to apply for posts. The registered manager valued diversity and followed best practices guidance. They were investing in staff development, which would provide a progressive and expert workforce. They systems in place were designed to value each staff member equally and recognised the expertise and experience they brought.

Staff told us they regularly reviewed the systems and processes to determine if improvements could be made.

At the last inspection quality assurance processes had either not been in place or were ineffective. The provider had not been recognised these issues. The registered manager told us they had focused solely on the delivery of care to the detriment of oversight of the service. Since the last inspection the provider had employed a consultant to assist them review and improve the governance systems. The provider had developed a clear governance system and constantly looked at how to make improvements. The arrangements in place now supported the provider to identify where improvements were needed and ensure appropriate action was taken. The registered manager now had an effective system in place to monitor the quality and safety of the service and ensure people achieved positive outcomes had been put in place. Information was used to monitor and improve the quality of care. There were arrangements in place to ensure data management systems were effective at maintaining the availability, integrity and confidentiality of data and records. Clear business continuity plans were in place.

People told us they were happy with the support they received and felt staff were competent. Relatives felt staff were skilled and they contacted health professionals when this was needed.

Staff understood their duty to collaborate and work in partnership. Staff worked with external agencies and where appropriate shared information and learn with them.

External professionals told us the service had developed good links with them.

Systems and processes were in place to enable the service to develop good links with the local community and work in partnership with other agencies to improve people's opportunities and wellbeing. The registered manager had put measures in place to ensure the service worked seamlessly for people. They had the means to share information and learning with partners and collaborate for improvement.

Staff found the provider focused on continuous learning, innovation and improvement. A staff member said, “I am involved in evaluating how well the service works and identifying areas for improvement. My suggestions are taken seriously, and many are used to refine processes and enhance care. This collaborative approach helps ensure that we continuously learn and improve the service.”

The provider had systems which 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. A variety of innovative ways of delivering care were encouraged and these aimed to improve outcomes for people and ensure they experience a good quality of life. For instance the registered manager matched staff to people by looking for commonalities in their life and cultural experiences. The provider had won awards for the quality of the service and innovative practice they had created for people from BAME communities.