My Way Support CIC

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.

This is the first assessment for this service. This key question has been rated good.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 75 (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 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 provider’s core values, including inspiring change, empowering people and working collaboratively were at the centre of the support the service provided. Staff embraced this approach and were fully focused on supporting and developing people’s independence. Staff took proud in people’s achievements and focused on supporting people to identify and progress towards their goals. One staff member told us, “I love working here. You really get the opportunity to make a difference to people’s lives. Something which I take great pride in”. The culture within the service was open, supportive, and inclusive. People were treated with respect and equality, and individual differences were celebrated. The atmosphere was relaxed and positive, with staff and people frequently laughing and joking together.

The provider had 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 did so with integrity, openness and honesty.

The leadership team were consistently praised by staff, people and relatives. Everyone spoke positively about the registered manager describing them as someone who was approachable and listened well. One staff member told us, “I think it's great here. The management is great. [The registered manager] is fab. I feel really valued.”

The registered manager felt supported by the whole staff team and also worked closely with members of the management team. The ethos, values, attitudes and behaviours of leaders and support staff ensured people led confident, inclusive and empowered lives. People were treated with respect and dignity. Leaders promoted and embedded a culture that enabled individually designed support that embraced people’s human rights. This meant people were able to live a good life as part of their community.

The registered manager understood of the principles of Right Support, Right Care, Right Culture and had embedded this within the service. There was a culture focusing on people’s strengths while ensuring their rights and freedoms were protected. All staff we spoke with emphasised the importance of supporting people to make their own choices. They had developed effective and innovative systems which enabled individuals to live life on their own terms and exercise meaningful control over their day‑to‑day decisions. One relative told us, “The registered manager is so committed and passionate, always acts on concerns and is a great communicator”.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The provider had a whistleblowing policy and staff told us they felt confident any concerns they reported would be addressed promptly. Staff understood how to escalate concerns further if this was required. Comments from staff included, “I would report it straight away and there are concerns forms everywhere to remind us. They always report safeguarding concerns here; we are open and honest”, “I would report to the senior and management.”, “If I have any concerns, I speak to the manager” and “Never seen any concerns but we would report something, and the manager would take action.”

Easy read safeguarding information was available to empower people to have the freedom to speak up; this provided information on how to raise concerns directly with external organisations.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff received regular training in equality and diversity, which included practical sessions on recognising discrimination, understanding cultural identity, and promoting inclusion. Training also extended to residents, with open discussions about racial discrimination, equality, and respect for others. These conversations helped everyone in the service understand what respectful behaviour looked like and why fairness mattered. Staff reported feeling supported, respected, and valued by both management and colleagues. Staff told us they had equal access to training and felt valued in their roles. A staff member said, “We all have the same training. I feel like I make a difference.”

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The service was managed effectively through strong governance systems which ensured accountability, continuous improvement, and high-quality care.

The registered manager had a clear understanding of their legal responsibilities under the Health and Social Care Act 2008 and associated Regulations. Statutory notifications, including safeguarding alerts, were submitted to the Care Quality Commission (CQC) in a timely and appropriate manner.

Comprehensive auditing processes monitored every aspect of the service. Daily observations were used to maintain consistency of care, while monthly audits covered key areas such as care plans, medicines management, infection prevention, and health and safety.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The service maintained strong and effective partnerships with a wide range of external organisations and community networks. For example, records confirmed input from GPs, psychiatrists, community psychiatric nurses (CPNs), and other professionals was consistently sought, documented, and acted upon. Guidance received from professionals was implemented promptly and reviewed to ensure effectiveness.

People were encouraged and supported to become active members of their wider community. Staff empowered people to attend community events, work placements, social clubs, and take part in activities which promoted friendship, confidence, and belonging.

The provider’s approach to partnership and community engagement ensured people’s lives extended meaningfully beyond the service. Collaboration was not only about professional networks but also about ensuring people were visible, valued, and included in the wider society they belonged to. One professional told us, “Overall, My Way Support CIC have made meaningful progress, work collaboratively with professionals, and provide safe and responsive support”.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The registered manager was committed to constantly driving improvements and looked for innovative ways to refine practice. The registered manager actively involved staff in learning lessons and facilitated changes in practice to develop the service.

Reflection, evaluation, and innovation were integral to how the service developed and sustained high-quality, person-centred care. Staff felt actively involved in suggesting and making improvements at the service. A staff member said, “It’s a friendly and supportive environment. We work as a team to make sure people receive the best care possible. New ideas are always welcome, and everyone is encouraged to communicate openly and support one another.” Another staff member said, “We have updates about any issues that may have occurred, and we are also asked for our feedback and suggestions.”