L'Arche Bognor Regis Bethany

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

The service was now well-led. The culture of the service now supported people to have choice and control over their lives. Systems were now in place to assess and check outcomes for people. Records were now correct and contemporaneous. Feedback was used to inform change and learning. There was partnership working with key organisations.

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.

Staff told us the culture of the service had improved. There was a positive approach to person centred care which placed people at the heart of the service. The registered manager ensured people were involved in their care and promoted a culture that led to better outcomes for people.

There was a clear organisational strategy. The vision and values of the organisation had been updated and people’s feedback had been sought as part of this process. The core values of the organisation were embedded into the culture of the home, through team meetings, staff supervisions and observed practice.

Staff were very supportive of the registered manager. Staff said the registered managers leadership had improved people’s care experiences and how the service operated. Staff told us the registered manager was proactive and visible in the service. Feedback about the registered manager was consistently positive. Staff described the registered manager as being “Passionate about person centred-care” and “A great mentor”.

Policies and procedures were in place to support service improvements. There was a clear organisational structure. Staff had a clear understanding of their roles, responsibilities, and contributions to ensuring a person-centred service. The registered manager had oversight and knowledge of the day to day management of the service and undertook quality assurance checks regularly.

Staff knew what processes supported them to raise concerns within their organisation and with partners agencies. Staff were encouraged to share new ideas and be curious about things and used team meetings and 1-1 supervision meetings to do this. Staff followed processes which supported people to speak up about their care experiences, goals, and aspirations.

Policies and procedures provided people, staff, and visitors the opportunity to feedback about their experiences of the service. Processes were in place to speak up anonymously or with additional independent support such as an advocate. Openness of conversation was encouraged, and feedback was used to improve the service.

Staff uniqueness, diversity and ethnicity were embraced within the team. Staff told us their individuality was supported by the organisation and were treated fairly.

The provider welcomed diversity in the work place. Policies and procedures supported this. Relevant legislation and best practice guidance was implemented to ensure staff were treated in a fair and equitable manner. Recruitment processes supported fair employment opportunities. Work place needs assessments provided an overview of any challenges staff might face at work and how to overcome them.

Staff and managers had a clear understanding of their roles and responsibilities in sustaining service improvements. Staff undertook regular training to ensure their skills and knowledge were up to date and relevant. Staff participated in quality assurance checks including audits of care records, medicines, accidents and incidents and areas relating to health and safety.

There were improved systems and processes for quality monitoring and audit. Regular quality assurance audits were undertaken and actions arising were followed up. There was operational oversight of quality monitoring and clear lines of accountability. The provider's improvement plans identified areas for further improvement and the progress made to address shortfalls. This ensured good governance of the service and continued service improvement.

People were able to participate in local, national, and international events and networks. People told us sometimes they attended in person and sometimes used video links. People were encouraged to make community connections by joining clubs and local organisations. People were supported by staff or volunteers to community resources and events. People had friendship groups and were able to welcome friends to their home.

The registered manager and staff worked in partnership with other professionals and community groups. They attended provider forums and registered manager network groups. Information was shared through team meetings. Where new ways of working had been introduced these were reviewed through discussions at team meetings and the providers quality assurance processes.

The local authority told us improvements had been to the quality of service provision.

The service worked in partnership with other agencies. These included healthcare services as well as local community resources. Records showed that staff had contacted a range of health and social care professionals. This enabled people’s health and wellbeing needs to be assessed so they received the appropriate support to meet their continued needs.

The registered manager promoted a culture of honesty and learning from mistakes. They understood their responsibility to be open in the event of anything going wrong. They shared feedback with people and staff to ensure lessons were learnt.

The provider had acted upon the concerns raised at previous inspections. Learning had been used to improve service delivery and outcomes for people. There were improved medicine practices and a person-centred approach to care that focused on people’s abilities and aspirations. Electronic care planning kept care records accurate and comprehensive training ensured staff were able to meet the needs of all the people living at L’Arche Bethany.