Derby House

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 management and staff team demonstrated an open honest and transparent culture, and all staff were confident their voices would be heard. There was a strong organisational commitment and effective action to ensure there was equality and inclusion across the workforce. The vision and values of the service were understood and supported by a highly motivated staff team. There were robust governance arrangements and staff understood their role and responsibilities. The management and staff teams worked in partnership with key organisations to support high quality care. There were effective and thorough arrangements in place to assess and monitor the quality of the service. The manager and staff team stressed the importance of providing high quality 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.

Staff said, "People's quality of life was improved by the service's culture of improvement and inclusivity. They said the vision and values of the home were understood by staff and embedded in the way staff delivered care.

The provider has systems and processes in place to support the registered manager and the staff team. The management structure at the service and and the wider organisation ensured the provider had good oversight of the service. There were regular updates for staff through staff through meetings, emails, newsletters, and intranet postings about the organisation’s vision, values, and strategic goals. Staff completed mandatory training sessions to understand the vision, values, and strategic goals, and how their roles contribute to achieving them.

Staff said the registered manager was an exceptionally kind, caring and compassionate person. Staff said, the registered manager always made time for people to voice their thoughts and concerns. Without exception staff said the registered manager fostered a sense of belonging for people and staff.

The provider had a shared vision, strategy and culture that was based on openness, equality, diversity and human rights. People were involved in shaping the culture ,vision and values of the service. There was effective teamworking and collaboration and staff were valued and respected.

Staff told us there was an open culture at the home. They said they felt encouraged to share their thoughts, experiences and improvement ideas. They said they were supported to talk about their own wellbeing when they needed to without fear of discrimination.

The service and the provider had effective systems and processes in place to allow staff and people living at the service to speak up and voice concerns. This included daily meetings, whistle-blowing policy and you said we did. We saw evidence in team meetings of staff feeding back to managers and being listened to.

Staff felt respected, supported, and valued. Staff said they could raise any concerns without fear. They said the service promoted equality and diversity in daily work and provided opportunities for development and career progression. One staff member said, "I feel valued and cared for here, the management are so supportive."

The service had an equality and diversity policy. Managers ensured this policy was followed.

Staff and managers were clear about their roles and responsibilities and supported each other well to effectively carry out these roles and responsibilities.

There was a clear management and staffing structure, and staff were aware of their roles and responsibilities, were motivated, and had confidence in the management team. There was significant emphasis on continuously improving the service. Audits included all aspects of care including health and safety checks, safe management of medicines and people's care records. These audits reviewed where the service was doing well as well as areas where improvement was needed.

People told us their lives had changed for the better since moving into Derby House and they would not choose to live anywhere else.

The management team were proactive in using information from audits, complaints, incidents and safeguarding alerts to improve the service. The managers worked with staff to understand how things went wrong and involved them in finding solutions.

We received positive feedback from partners and stakeholders. They told us the service worked collaboratively with them and they had no concerns for people's welfare.

The provider was transparent and collaborative with all relevant external stakeholders and agencies. It worked in partnership with key organisations and healthcare professionals to support care provision, service development and joined-up care. Records showed the provider also worked closely in partnership with the safeguarding team and multidisciplinary teams to support safe care provision. Advice was sought, and referrals were made in a timely manner which allowed continuity of care.

Staff told us the provider encouraged them to be innovative and empowered them to access additional training and professional development.

The management team were proactive in using information from audits, complaints, incidents and safeguarding alerts to improve the service. The managers worked with staff to understand how things went wrong and involved them in finding solutions.