Liberty 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

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. At our last assessment we rated this key question good. At this assessment the rating has changed to requires improvement.

This service scored 57 (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 service had policies and procedures in place that were available to people, staff and visitors.

Not all leaders understood the context in which the service delivered care, treatment and support. Leaders did not always have the skills, knowledge, experience and credibility to lead effectively. A recent monitoring visit by the provider had identified areas of improvement that were identified as part of this inspection, specifically in relation to care plans and reviews and analysis of incidents. The provider was in the process of implementing new systems, however these required embedding in to practice so that effectiveness could be ensured.

The provider fostered a positive culture in the service where people felt they could speak up and their voice would be heard. The service had appropriate policies and procedures in place that supported staff to speak up and their anonymity would be protected.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. The service had been open and inclusive in its approach to listening and supporting staff from different cultures to work together more effectively and feel content in their roles.

The service had clear responsibilities, roles and systems in place but there was not always accountability and good governance. Improvements were required to manage and deliver good quality, sustainable care, treatment and support. The service did not always act on the best information about risk, performance and outcomes or share this securely with others when appropriate. Inconsistencies in people’s care plans had not been identified by the management team of the service. Issues identified as part of this inspection had been highlighted as part of a provider led quality assessment and an action plan for improvement was in place.

The provider understood their duty to collaborate and work in partnership, so services work seamlessly for people. A healthcare partner told us, “Staff know the people they care for and they are good at seeking advice and support and following instructions. There is good communication with the team.”

The service focused on continuous learning, innovation and improvement across the organisation and local system but this was not always effective. Analysis of data and information about accidents and incidents was not effective and lessons learned were not always identified or communicated with the wider staff team to mitigate and prevent repeat occurrences. We discussed with the provider how the identification of lessons learned and clear communication of learning with the staff team could be improved.