The examples below provide insight into how other Good or Outstanding rated services are succeeding in this area of inspection.
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What does workplace culture mean and how do we create it?
In this blog, Tracy Kite, Chief of Personal and Leadership Learning at Glassmoon Services shares what workplace culture means and how they’ve created a positive culture at Glassmoon.
Read more about this service here.
Care provider: Glassmoon Services
Date published: June 2023
How visible management, living and breathing the company’s values is the starting point of their culture
In this two-minute audio clip from the Care Exchange podcast, Dan Gower-Smith talks about how visible management provides opportunities for people to connect and talk to leaders, helping to set the culture.
You can listen to the full podcast here. Access our whole Care Exchange series here.
Read more about this service here.
Care provider: Avenues South East
Date published: January 2023
A culture of involving people in your communications
People were involved in formulating a monthly newsletter to show the service's successes and improvements that were being made. Relatives were involved in a social media page, where they were kept informed and could comment on what their relatives were doing.
Read more about this service here.
Care provider: Hepworth House
Date published: November 2022
Co-producing the strategy and culture
Manor Community's leadership and management approach is co-productive. Rather than leading top-down, all levels of management co-create, co-design and co-produce care practice and strategies.
Directors work with the senior team, who work with other staff, clients and families – through family networks and focus groups – to influence and agree solutions. Everyone associated with the organisation becomes a leader for change.
The organisation is always looking to engage team members in influencing management decisions through polls and questions on Microsoft Teams. As part of this, they put a lot of emphasis on promoting a ‘psychologically safe environment’, whereby staff at all levels are encouraged to speak up about anything that doesn’t feel right, poor practice, inequalities or unconscious bias. This has resulted in positive feedback from social workers, families and clients, and they see it as key to our low staff turnover of just 2%.
Read more about the service here.
Care provider: Manor Community
Date published: October 2021
Shared values and culture
In this two-minute audio clip from the Care Exchange podcast, Debbie Dry explains how shared values and culture are everybody’s responsibility.
You can listen to the full podcast here. Access our whole Care Exchange series here.
Care provider: Windsor Lodge Care Home
Date published: June 2021
Taking pride in achieving your vision and values
In this one-minute audio clip from the Care Exchange podcast, Joseph Hughes explains his pride in implementing their vision and values.
You can listen to the full podcast here and access our latest episodes of The Care Exchange here.
You can read the related CQC inspection report here.
Care provider: City Care Partnership Ltd
Date published: May 2021
Including staff in people in the development of values
The service began working on its vision and values by asking people supported, families and staff to describe the service in a word. These were used to make a ‘wordle’ (word collage).
Further joint work resulted in the main principle ‘people at the centre of everything we do’, with six key values. The values spell ‘Castle’ – the name of the service. A booklet of commitments explains how these are put into practice for the people supported, for families and staff. This year further work is underway to explore what the values mean for practice using our ideas tree.
Read more about the service here.
Care provider: Castle Supported Living
Date published: August 2018
Aligning values with staff and management objectives
People and staff were involved in setting the mission and values of the organisation. Managers' objectives are set in-line with the values of the organisation, and we recruit in-line with them so they’re always ‘live’. This also helps us to evidence that we strive to meet them.
Read more about the service here.
Care provider: Welmede Housing Association
Date published: August 2018
Promoting residents’ involvement in the service
The service’s motto was ‘adding life to years’ and the registered manager encapsulated their beliefs and ideals. In their Provider Information Collection (PIC), the registered manager stated: “Residents are listened to and their wishes met if possible.”
Residents were actively involved in the service introducing a rescue dog, chickens, a bar, minibus and swing seat. The service also became the Guinness World Record holders for the oldest choir in the world. There’s an atmosphere of fun and love within the home and laughter is regularly heard.
Care provider: Anonymous
Date published: April 2018
Promoting values through leadership
Our ‘vision and values’ ethos is key for all new employees, which is covered during our seven day induction. Our CEO attends day one of each induction, welcoming each new employee and reinforcing our charity’s vision and values.
Leadership is key to the success of each employee understanding what’s required of them in their role, with managers becoming role models and attending training sessions to reinforce not only their responsibility as a manager, but how to cascade this ethos down to the teams.
Read more about the service here.
Care provider: Brunelcare’s Deerhurst Care Home (with Nursing)
Date published: April 2018
Displaying values and standards in your practice
The service had also adopted their own vision statement aimed at ensuring they delivered person-centred care in every situation. ‘No decision about me without me’ set out 10 customer standards. In discussions with people who used the service, as well as staff and in records written about people, we saw all these values and standards working in practice.
Care provider: Anonymous
Date published: April 2018
Embedding core values
The registered manager explained that her core value was that ‘people came first’. The Provider Information Collection (PIC) stated the provider values, such as integrity, excellence and respect, were promoted to staff frequently. This included discussing values before each training session, so that they were embedded in everything the staff did.
Care provider: Anonymous
Date published: April 2018
Putting values into practice
The care provider developed their values for ‘active co-existence’, involving people, dignity, respect, independence and equality and safety. A key aspect of this philosophy was to break down barriers between staff and people who lived at the home. This meant staff didn’t wear uniforms, there were no separate staff facilities, and staff ate with people who lived at the home.
Care provider: Anonymous
Date published: April 2018
Approaching all care in a person-centred way
All staff believed the culture of the service was open and very person-centred. The ethos embedded in the service was that staff recognised all people had individual needs and preferences. Staff offered support based on how people wanted to be supported, which helped to ensure a good quality of life
Care provider: Anonymous
Date published: April 2018
Working together to embed values and continually improve
The organisation’s values were captured by the acronym CARE (collaboration, accountability, responsive and excellence). Using the Investors in People process, the registered manager, service directors and staff demonstrated a shared vision, ethos and clear goals and worked collaboratively to continuously improve the service. This was evident throughout the inspection, as well as the creation of a core behaviours framework.
The framework was used to identify the kind of behaviours, knowledge and skills needed to bring the organisation’s values ‘to life’. For example, the value of ‘excellence’ was linked to continuous personal development and team development. In practice, we noted staff were encouraged to use external and internal sources to come up with new ideas and approaches for supporting people.
Care provider: Anonymous
Date published: April 2018
Shaping and monitoring your team around your values
The registered manager had developed the staff team to consistently display appropriate values and behaviours towards people. For example, they understood the importance of ensuring all staff worked to a consistent standard of care and had introduced a system to monitor this. This was a sense check through observations which provided the registered manager assurance about how staff interacted with people when providing care and support.
Care provider: Anonymous
Date published: April 2018