Star Road Respite Service

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 well-led. The management team worked closely with staff to monitor and improve the quality of care. The governance systems were being operated effectively. We did not assess all the quality statements within this key question. We did not identify concerns relating to these areas which we judged as being met at our last inspection.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff felt part of a shared direction and culture. They felt well supported and told us they embraced the organisation's values. One staff member explained, ''I am very proud of the service. We work closely with families and partners. I love it here.''

The organisation had a clear strategic plan. Senior managers had good oversight and were involved in monitoring the service. Staff and managers were able to share their views and felt supported in speaking up and sharing ideas. There were good systems for communication with and support of staff.

Staff felt the service was well-led. They had a good relationship with the registered manager and other managers within the organisation. They told us they were well supported; they would recommend the service as a good place to work and they felt encouraged to do well by the registered manager.

The registered manager was suitably qualified and experienced. They had worked in different roles within the organisation and had a good understanding of the service and expectations of the organisation. The registered manager told us they felt supported and were ''constantly learning'' in their role to develop themselves and the service.

There were processes for staff to speak up and tell the provider and others if something was wrong. Staff had training to understand about this. There were opportunities for staff to raise concerns anonymously.

Staff told us they knew how to speak up and felt confident raising concerns. They told us they were listened to, and their views were respected.

The provider was effectively operating systems and processes to monitor and improve the quality of the service and to mitigate risks. There were a range of checks and audits by staff, managers, and senior managers within the organisation. All adverse events were monitored and reviewed by senior managers and lessons were shared across the organisation when things went wrong. There was a clear management structure and accountabilities. The provider consulted with stakeholders to monitor their experience and learn from their feedback. There were a range of suitable policies and procedures. These reflected legislation and good practice guidance. Staff were familiar with these and were informed when procedures changed. The organisation adapted their approach and learning to reflect changes in guidance and legislation.

The provider worked closely with the local community and partners. People's relatives spoke positively about the way the service was managed and engaged with them and others. Their comments included, ''[Registered manager] is an exceptional leader and truly devoted to the community of people the service supports and their families'' and ''Our views are always welcomed and listened to. The managers are lovely people.''

The provider organised regular coffee morning meetings for families. These were used to share information about the service, but also to help support families and connect them with other services. The provider had engaged with local community partners including shops, employment services and colleges to help promote safety and support for people with learning disabilities. The staff worked closely with therapy teams to assess and plan for people's needs.

The provider had systems for learning and improving the service. These included plans to develop specific areas of the service. For example, there was an action plan to reduce restrictive practices. The registered manager completed an action plan following our visit to the service. This outlined areas where they planned to make improvements and review practice. The registered manager worked closely with senior managers and commissioners to review the service against key performance indicators and to plan for the future.