Lexrae Support Ltd

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 newly registered 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 82 (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.

Staff meetings were held to discuss each person who used the service and their living arrangements, with staff contributing to the development of the agenda. Agendas were tailored to the needs of each location. These meetings provided staff with opportunities for open and honest discussion regarding people’s individual needs, current service delivery, and areas where improvements were required. A staff member told us, “Lexrae is an amazing company, they are so person-centred.”

The registered manager demonstrated a clear understanding of the importance of fostering an inclusive and responsive service. Effective joint working between staff and external agencies further supported people to access meaningful opportunities. The registered manager told us they worked alongside the local authority and healthcare professionals, and the support plans evidenced this.

The registered manager had strategic focus areas for 2026 which included stronger clinical partnerships, enhanced life planning, elevated staff competence, compliance transparency, community integration and safety as ‘our’ foundation. During the process of this inspection the registered manager demonstrated a commitment to fully achieve these goals.

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 registered manager had a wealth of experience within their field and was passionate in providing an inclusive service, recognising people’s individual needs and aspiration. They were committed in ensuring people were supported to have a meaningful life with positive experiences. The registered manager gave examples of how people in their care had progressed physically, socially and had become more integrated in their local community. One such example was the reduction of prescribed medication to manage people when they became anxious. Another was giving people a voice to express their desires and aspirations. A relative told us, “I am very impressed with the service, it is person-centred, very professional and I cannot fault them, they are a great company.”

Staff were very complimentary about the manager’s and registered manager’s approach and leadership. The registered manager said they recognised when staff worked well and they are praised for their good work and staff confirmed this.

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

Staff told us they felt confident to challenge practices where they believed actions were not in people’s best interests. They demonstrated a clear understanding of the provider’s whistleblowing policy and were able to explain the processes in place to raise concerns and keep people safe.

Staff said their one-to-one supervision sessions provided regular opportunities to speak openly about any concerns. In addition, they told us they had immediate access to the registered manager and other managers if they needed to raise concerns outside of supervision and felt assured that issues would be listened to and acted upon appropriately.

We saw complaints had been recorded and showed what action had been taken to resolve them.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The provider promoted an inclusive and equitable culture in which diversity was recognised, valued and actively supported. Staff described a workplace where people of all backgrounds were treated fairly and with respect. They told us the registered manager was supportive when staff required adjustments relating to personal matters, including religious observance, and ensured individual needs were accommodated sensitively and appropriately.

A diverse staff team was in place, reflecting the varied characteristics and cultural backgrounds of the people using the service. This meant people received support that was respectful of their identity, beliefs and preferences.

Staff demonstrated an understanding of protected characteristics and how these should be considered when delivering care, ensuring people’s needs were met in a personalised and culturally sensitive way.

The provider promoted equality through visible and accessible information, including material relating to LGBTQ+ inclusion and menopause support. This demonstrated the provider’s commitment to recognising and responding to the differing experiences, health needs and identities within its workforce.

Staff told us they felt confident to speak up if they had concerns. They were aware of the whistle‑blowing policy and said the registered manager listened to them, took concerns seriously and acted on them. Staff described the culture as open, fair and supportive, which contributed to a strong sense of safety, trust and psychological wellbeing within the team.

The provider fostered an environment where equality, diversity and inclusion were understood, promoted and embedded in everyday practice. This resulted in a workplace where both people who used the service and staff experienced fairness, respect and meaningful inclusion.

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 registered manager and other management staff carried out monthly site visits to review key safety systems, including electronic monitoring systems, fire safety arrangements and equipment. An overview of people’s safety and the cleanliness of each property was incorporated into these checks.

Quality monitoring audits were routinely completed and covered areas such as medication management and people’s care reviews, among others. In addition, regular spot checks were conducted to ensure consistent standards of practice across the service.

The registered manager informed us they were developing a service user committee to increase opportunities for people to be more actively involved in the operation and ongoing development of the service.

Systems and practices were reviewed by champions relating to health screening, safeguarding and a health and safety lead.

An annual newsletter was published, the 2025 addition identified accomplishments and ambitions for 2026. It also recognised people’s and staff’s achievements. The newsletter provided photographs of activities undertaken in 2025 with both people and staff celebrating together. For example, a statement in the newsletter, “Halloween at Lexrae was not just about costumes. It was about inclusion, choice, and making everyday life feel special.” “Christmas at Lexrae reflected what we value most: compassion and togetherness.”

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 registered manager worked effectively with a range of external agencies to ensure people received a seamless and well-coordinated service. This was consistently confirmed by staff and clearly evidenced within people’s support plans. Strong joint working arrangements ensured individuals received timely, appropriate, and person-centred support that met their changing needs.

People were actively supported to develop and maintain a positive presence within their local communities. Conversations with people, alongside information contained in their support plans, demonstrated individuals accessed a wide range of community-based services and activities. This included specialist services for people with a learning disability and autistic people, as well as mainstream community services, promoting inclusion and equality of access.

The service had established positive and proactive relationships with the local authority. Prior to our site visit, we received highly positive feedback which reflected the service’s commitment to partnership working and its focus on achieving positive outcomes for people.

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.

There was a strong and consistent emphasis on continuous learning, improvement, and innovation within the service. This was evident through discussions with the registered manager, staff and a review of training and development records, which demonstrated a proactive approach to maintaining a highly skilled and knowledgeable workforce.

The registered manager promoted safe and reflective practice through the introduction of specialist staff roles and champions. The registered manager demonstrated a strong commitment to sector-wide learning and innovation and was an active member of the British Institute of Learning Disability, amongst others, ensuring current research and best practice informed service delivery.

People, relatives, and staff were actively encouraged and supported to be involved in shaping and developing the service. People were empowered to make meaningful choices about who supported them and were supported to express their aspirations. Staff consistently worked alongside people to help them achieve these goals, including preferences around lifestyle choices, employment opportunities, social activities, and maintaining positive relationships.

The service also actively recognised and celebrated staff achievements. Good practice was acknowledged through initiatives such as an “Employee of the Month” award, with recipients receiving a certificate and recognition within the service newsletter. This fostered high morale, motivation, and a culture where excellence was valued and promoted.