Selby Office

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 is 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 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 service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The vision and culture of the service were discussed with staff before their employment and the registered manager had recently started to hold themed group supervisions to refresh these with staff. All staff prioritised the delivery of safe, high-quality care. A staff member told us, “It is a good team, and we are free to speak to the manager about improvements. We can see suggestions acted on.”

The service had 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 did so with integrity, openness and honesty. The registered manager described the actions they undertook to ensure people, relatives and staff were involved in the running of the organisation. The registered manager spoke with people and relatives regularly to check and understand their experience of care delivery. Staff were invited to informal discussions as well as attending regular staff meetings. The registered manager explained, “We make sure they (staff) have confidence. We have a chat, we discuss things, staff relax, they provide lots of feedback and we are all sharing good practice.” A staff member said, “They (managers) set a good example by doing care calls themselves. She is very supportive and a mentoring type of person. She has said she will get us an exercise machine for the office to promote exercise.” Another staff member told us, “We are supported well by [managers] and they always listen. We have breaks between calls to get fresh air. They provide everything we need.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Information about speaking up was regularly shared with staff during staff meetings and posters were displayed in the office. Staff felt confident to speak up, should they need to do so. A staff member told us, “We are always encouraged to speak to the manager about improvements.”

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 service provided an inclusive and fair culture for staff. Staff were treated as individuals and were supported as such. Staff confirmed they felt valued, supported and respected. A staff member told us, “I feel valued when my views are being listened to.”

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. The service had effective governance and management structures in place. Management responsibilities were clearly documented. Regular audits took place and concerns were quickly identified and appropriate action taken. These actions were tracked and monitored until completed. Clearly defined responsibilities were in place for each role.

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. The service understood the needs of people to stay socially active and engaged in their communities. The service was conscious of ensuring partnership working across all aspects of the local community. The service had developed a good working relationship with the Local Authority.

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. The registered manager had a thorough understanding of the performance of the service. The registered manager had developed their knowledge of the data produced by the electronic care planning system and had started to use this to better improve their oversight of the service and understand where further improvements could be made.