Woodways

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 requires improvement. At this assessment the rating has changed to outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 93 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. Staff knew people exceptionally well, this included the provider and management team. Staff were trained in tailored subjects, to enable them to understand and support each individualised person with their diverse needs. The service had clear visions and values in place, which focused on proving respectful, dignified care, in line with people's wishes. The service had a homely, welcoming and calm atmosphere. Without exception people and relatives told us staff supported them to live meaningful lives. Staff attended daily handovers, to share communication about the day to day running of the service and any changes in people's needs. A staff member said, “We are like one big family.”

The provider had exceptionally inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They always did so with integrity, openness and honesty. Leaders were extremely passionate about delivering high quality care to people. The management team had leadership qualifications. The provider was present in the service and conducted quality monitoring checks, to ensure people were safe and happy. Staff and people knew the provider well and we observed people chatting to the provider. Without exception, people, relatives and staff told us the service was well-led and they felt listened to and involved. A relative said, “I can approach them if there is a problem and they inform me of all appointments. I am happy and would not change anything.” A person said, “I do my own jobs with support. I go out a lot and have a holiday booked to Cleethorpes. I have a key worker I can talk to about any concerns. If I did need to, I can also talk to the team leaders.”

The provider was fostered a positive culture where people knew they could speak up and their voice would be heard. People and relatives told us they felt listened to, involved and they could speak to the management team, and things would be resolved. Without exception, staff told us they felt able to whistle-blow on poor practice, staff were provided with several opportunities to raise concerns, this included confidential drop boxes, an open door policy and being led by people who encouraged staff to speak up and were role models to their team The service had not had any formal complaints within the last 6 months, systems were in place to deal with complaints, should they arise. Staff received regular supervisions and attended team meetings, where their voice could be heard. A staff member said, “Staff are happy, management is very good, I have confidence in the management.”

The provider had a clear and embedded commitment to equity and inclusion within the workforce. They had implemented fair and transparent systems to ensure all staff had access to development opportunities, regardless of their role or background. Staff consistently reported there was zero tolerance for discrimination and that they felt treated fairly.

The service hosted regular multicultural events, during which staff brought in food representing their own countries and cultures. These events were organised to acknowledge and respect the diverse backgrounds of the team.

Staff had access to structured team-building activities and an employee assistance programme. This included a 24/7 confidential mental health support line that offered advice and emotional support. These resources were available to all staff and promoted early access to mental health support. Team-building events were arranged to strengthen relationships and improve communication across the staff group. Some staff had been trained to deliver internal training to colleagues, and one member of staff had been supported to complete Cognitive Behavioural Therapy (CBT) training. These initiatives supported staff wellbeing by creating a culture where mental health was openly acknowledged, and practical support was readily available. They also contributed to stronger, more cohesive teams by promoting shared learning and mutual support.

The provider had an embedded and highly effective governance framework, underpinned by clear responsibilities, defined roles, and robust systems of accountability at every level of the organisation. Governance arrangements were regularly reviewed and continuously evolved to reflect best practice and national guidance. These were used to proactively drive and sustain high-quality, person-centred care.

A dedicated team of quality managers led a comprehensive programme of service-wide audits and performance reviews. This included regular scrutiny of care records, medicines management, infection prevention and control, financial systems, health and safety, staff development, and people’s experiences of care. Audit outcomes were analysed and acted upon swiftly, with clear action plans and accountability structures ensuring continuous and measurable improvement.

The provider used high-quality data and intelligence to monitor risk and performance in real time. This informed decision-making at all levels and enabled the service to remain responsive and resilient. Where concerns were identified, timely and sustainable solutions were implemented, and shared learning was embedded across the organisation.

Daily management walk rounds offered visible and hands-on leadership. This approach provided real-time operational oversight and reinforced a strong culture of openness, learning and improvement. Staff told us they felt supported and empowered, and that leaders were approachable and responsive. These systems ensured the provider maintained consistently high standards, secured long-term service sustainability, and delivered care that improved outcomes for the people they supported.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. Partners told us they had no concerns about the service. Records evidenced positive feedback from professionals and visitors, comments included, ‘Staff are amazing and lovely’, ‘They are brilliant, nothing is too much trouble. Compared to past history and presentation, [name] has come a very long way’ and ‘Thank you so much for your support, you are the best manager.’ Staff supported people to attend community groups and outings, such as local discos and farms. People were involved in getting to know their local shops and businesses, including a local fruit and veg shop. People and staff held regular dressing up days and celebrations. People and staff were involved in several fundraising events, this had enabled them to raise funds for several charities, including cancer charities and hospitals, this gave people and staff a sense of pride and achievement.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. People, relatives, staff and professionals received feedback surveys, to enable them to raise concerns and suggestions. Records evidenced each of these were extremely happy with the service and continuous high satisfaction levels, a comment included ‘So happy with all of the care, everyone is so kind and caring.’ An ongoing service development plan was in place, which focused on people's wishes, what was meaningful to them, goals they wished to achieve and activities they wished to undertake. The development plan provided an ongoing action plan, to ensure the service continuously developed and drove improvements, such as refurbishment plans and auditing systems. This approach ensured the service evolved responsively, always centred on what mattered most to people.