Levitt Mill

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

We assessed all quality statements for this key question. Our rating for this key question has changed from Requires Improvement to Good. The provider had clear governance systems and processes, which supported the safe delivery of care and helped drive improvement. The registered manager and general manager were keen to provide the best possible service to people. They worked within an experienced and committed management team, addressing concerns and mistakes in an honest and proactive way. People and staff spoke positively about the management team, who promoted a positive, caring culture. The team worked collaboratively with people using the service, those close to them, and other professionals. There was a clear management structure and effective systems of accountability. The provider had effective systems and processes to investigate and learn from incidents and concerns.

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 aimed to support people to live as independently as possible by developing their daily living and social skills in a safe and homely environment. The management team were passionate about supporting people have the best quality of life possible.

The provider had a statement of purpose in place which set out objectives focusing on positive outcomes for people. The management team promoted a positive culture that was person centred, open, inclusive, and empowering. Staff we spoke with shared theses values. Staff had opportunities to attend meetings and training sessions, which supported good communication in the team.

Staff told us they felt listened to. Staff valued the management team and felt they were approachable and competent leaders. Managers had a good understanding of their regulatory responsibilities and were open to feedback and learning. There was a supportive and inclusive culture, and equality and diversity were respected and celebrated. Staff told us they felt listened to. Staff valued the management team and felt they were approachable and competent leaders.

The provider was aware of the need for quality services and maintained systems and processes to provide appropriate support to people using the service, and the staff team. A range of audits were carried out to provide oversight of risk and improvement within the service. This included oversight of the culture within the service, including visits by senior managers. The relationships we saw between people and staff were warm and friendly.

Staff felt confident their voices were heard and action would be taken if concerns were raised. Feedback was gathered and action from feedback was taken to drive improvements.

The provider had a complaints and compliments process in place. An easy read version of the complaints form was seen displayed. There were policies in place on safeguarding and whistle-blowing and staff were aware of how to whistle blow should the need arise.

Staff we spoke with indicated the management team created an inclusive, respectful culture in the service. Staff they felt valued and supported by the provider and enjoyed working at the service. Staff described being treated fairly and equally in line with best practice guidance and they were supported to complete equality and diversity training.

The provider had policies and procedures in place regarding equality and diversity. It was clear the management team followed these and staff with protected characteristics were supported appropriately and protected from discrimination. This helped to make sure the provider met their legal obligations to staff. Staff said the culture of the service was open, fair and inclusive, and they worked together well as a team.

Staff told us the management team nurtured a positive culture at the service. Members of the management and staff team were clear about their roles and responsibilities. Staff were aware of their roles and responsibilities and felt involved in decisions about the service They confirmed they were regularly involved in meetings and had opportunities to discuss their opinions and contribute to the governance of the service.

Audits and quality monitoring were used to check the quality and safety of the service and actions plans were in place to address any issues highlighted. The registered manager was aware of their responsibilities to notify partners. For example, notifications to CQC and safeguarding alerts.

Relatives were positive about their experience of the team at Levitt Mill. One relative said, “I have no complaints whatsoever, [my family member] has thrived.”

The team understood the importance of collaborating and working in partnership. Staff told us they had built positive working relationships with health and social care professionals and worked in partnerships with them to achieve good outcomes for people.

Feedback from partners was positive. One professional told us, “The individual on my caseload had a period where they were unsettled, the home felt they could continue to support the individual, involved their positive behaviour support (PBS) team, adapted their way of communicating to the individual and as such they have been much more settled. The home is responsive so if there is anything I need to know they will share it with me. They have worked well with myself and the community LD (learning disability) nurse also involved and have taken on any advice given.”

The service worked with a range of partners and had established links with local services and the local community. Staff were responsive to issues raised and worked together, reviewing and assessing care to make sure people's needs were met.

Members of the senior team were open to innovation and learning. Staff described the benefits of the support and training they received and the opportunities the provider offered for personal development. Staff told us they were encouraged to contribute their ideas about the service during regular individual and group meetings.

The management team were committed to improving the service. Processes were in place to respond to concerns raised by people and relatives, staff, and funding authorities. Issues were followed up with lessons learnt to make sure equality of experience and outcomes for people. The management team understood their duty of candour, to be open and honest when things went wrong. The provider had systems in place to seek and act on feedback from people, families and staff and improvement plans to take the service forward. The management team were proactive in using information from audits, complaints, incidents and safeguarding alerts to improve the service.