Polesworth Group Friary Road

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 remained 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.

Staff understood the vision of Polesworth Group Homes and worked to promote people’s human rights and inclusion. Staff spoken with were committed to enabling people to reach their full potential with the care and support they needed.

The provider valued staff teamwork and there was a strong focus on this. Staff felt valued and able to talk with the management team if needed.

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.

At the time of our inspection, the registered manager was on planned leave. They were registered as manager for Friary Road and another of the provider’s care homes in the local area. Staff told us the manager was largely based at the other care home, but had very regular contact with them either by telephone or calling in. Staff felt the registered manager was accessible to them, even though they were not based at the care home. One staff member told us, “She often phones to make sure we are in at the home and will call to see everyone. There is always management available if needed.”

Staff also spoke highly of the CEO who visited the home frequently to ensure everything was running smoothly and people were happy with the service. We observed people and staff were relaxed in the presence of the CEO during our inspection visit and staff felt they could speak openly with them about any concerns they had. There was a culture of trust and transparency.

Leaders had the skills, knowledge and experience they needed to lead effectively. The management team engaged and participated with external ‘Provider Forums’ to share good practice and learn from one another.

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

The management team aimed to create and maintain a positive culture where people’s voice was heard and listened to. And, for staff to be able to speak out if needed. Team meeting minutes showed staff were able to raise and share concerns about some challenges on a group holiday.

Relatives felt they could contact staff or managers if they needed to discuss anything.

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.

The provider was committed to promoting equality and diversity in the workplace. Staff felt they were valued and supported by the management team. One staff member told us, “I have recently been supported to change my hours” and another staff member said, “I have recently moved to work at this care home and feel supported in that move.”

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.

Systems and processes were in place to check the safety and quality of the service. These included checks, such as on the health and safety at the home, by the registered manager. Spot checks on staff were also completed and these included another of the provider’s managers visiting Friary Road at the weekend to ensure the smooth running of the service.

The CEO undertook provider visits to the home and audit checks and actions were taken to make improvements when needed. For example, during November 2025 the CEO found medication was not being accurately recorded on the ‘carry forward’ on people’s MARs. During our inspection a staff member was able to correctly explain the ‘carry forward’ recording which showed staff’s understanding of the process. Other areas for improvement had been identified by the CEO in their audit on the home and ensured ongoing oversight by the registered manager to undertake regular checks in those areas needing improvements.

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 management and staff team worked with healthcare professionals to provide joined up care for people.

People were involved in their local community and accessed numerous facilities. For example, during our inspection, 1 person returned home and told us, “I have been out tothe gym, been on the exercise bike, listened to some music and this afternoon I am going to arts and crafts.”

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.

There was a learning culture driven by the provider’s willingness to improve services. The CEO told us they read published inspection reports for homes providing a similar service and pick up any useful tips from those rated ‘good’ and ‘outstanding’. The management team were involved in sharing good practice at the local provider’s forum. The CEO also promoted learning among the provider’s numerous registered managers so lessons could be learned, where needed, across Polesworth Group Homes.