Tranquil Cross

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• 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

There were clear and effective governance, management and accountability arrangements in place and staff understood their role and responsibilities. There were robust audit systems and processes in place to give the registered manager oversight of the service provided. Any accidents or incidents were reported, recorded and action was taken to help reduce re-occurrence. People’s support focused on them having as many opportunities as possible for them to gain new skills and become more independent. People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests. The staff team had the appropriate levels of knowledge and skills to support people and responded to their individual needs and choices. People, their relatives and staff were asked for their views and experiences of the service and feedback was positive.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Relatives were involved in the care and support of their family member and were encouraged to share their views with the service. Comments included, “I always feel [registered manager] is open to new ideas and receptive to any queries or concerns that I may have and fundamentally wants what is best for [person’s name] but is considerate of staff needs also” and “With a stable and hopefully long term manager now at Tranquil Cross, who has [person’s name] best interests at heart, there is a good team supporting [person’s name] at present. I am always made most welcome and any concerns or issues can be openly discussed with any of the staff at Tranquil.” The provider was innovative and creative in how they supported people to meet their preferences and choices. For example, a person loved to go swimming, to ensure that staff could respond to their request at the time they wanted to go, the provider supported staff to purchase a swimming outfit to keep at Tranquil cross, so that they could go swimming when the person requested this. People were involved in decisions related to their care and support. Staff understood people’s individual communication needs and were consistent in their approach and response. This had been discussed and agreed with other agencies people were involved with so that there was an agreed use of consistent language and which communication techniques to be used. Care plans informed staff of any specific ways to best communicate with the people.

The senior operations manager and registered manager had good oversight of the quality of the service provided. There were robust quality assurance and auditing systems in place designed to drive improvements in the service’s performance. Where any issues were identified, appropriate action was taken to ensure they were addressed, and the service’s performance improved. The audits were regularly reviewed by the provider. Accidents and incidents were recorded and analysed so any trends or patterns could be highlighted. The staff team discussed accidents/incidents as learning opportunities and the patterns of events were closely monitored by the behaviour analyst team as part of people's Positive Behaviour Support (PBS) plans. Appropriate action was taken following any accidents and incidents to minimise the risk of adverse events reoccurring. Evidence showed that the frequency and intensity of events for the people they supported had reduced significantly as had the use of their need for psychotropic medicines. They felt this was due to how the staff team reflected on how they supported people in their care and learnt from this. Staff meetings were held regularly and were an opportunity to share ideas about how to develop and improve people’s experiences. Managers attended regular organisational management meetings to support shared learning and share information about the organisation. Training and supervision records showed staff were up to date with required training and regularly supported on a one-to-one basis by the manager. Staff were positive about the level of management support they received.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.