Creative Support - Hampton Crescent

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.

There was a consistent understanding among leaders and staff of what good quality care looked like, and this was reflected in day‑to‑day practice and interactions. Staff morale was positive, and there was a stable staff team who knew people well and described their work as rewarding.

There were effective communication systems in place to support a shared direction, including regular discussions, communication books and informal conversations. Staff told us they felt supported by managers and worked well as a team. Feedback from people, relatives and staff about the management team was overwhelmingly positive, and leaders were described as available, supportive and approachable. This supported a positive and inclusive culture across the service.

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 was experienced, visible and well respected by staff, people, relatives and professionals working with the service. They demonstrated a strong understanding of people’s needs, the operational challenges of the service and was actively involved in supporting staff and overseeing care delivery. Staff described the registered manager as supportive and approachable and said they felt confident seeking advice when needed. A healthcare professional told us, “[Name of registered manager] is very proactive and is passionate about providing good service to the clients in her care.”

Leaders acted compassionately and inclusively, taking time to understand staff circumstances and providing appropriate wellbeing support when staff experienced personal difficulties.

There were clear examples of managers taking prompt action when issues were identified, including responding to this assessment’s findings and addressing concerns raised.

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

Staff understood their responsibility to report concerns, accidents and incidents and told us they were encouraged to speak up. There were clear processes in place for reporting safeguarding concerns and follow whistleblowing procedures which staff were well aware of.

Records showed concerns were listened to and acted upon, with managers taking appropriate action and providing feedback to staff.

People and relatives also knew how to raise concerns or complaints and felt listened to when they did so. This supported transparency and continuous improvement across the service.

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.

Recruitment and employment practices were managed safely, and leaders described taking staff equality characteristics into account, including making reasonable adjustments and supporting staff wellbeing. Staff had access to training, development opportunities and wellbeing resources.

Managers demonstrated sensitivity to individual staff circumstances and provided tailored support when needed. There was a stable workforce with low turnover, and staff described feeling valued and supported. This inclusive approach helped staff to feel respected and enabled them to deliver consistent, person‑centred care.

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 provider had governance systems in place to monitor quality, manage risks and support sustainability. These included audits of care records, medicines and incidents, which were used to identify themes and areas for improvement. Where issues were identified, such as legibility of some handwritten records or medicines recording errors, managers took prompt action to address these and improve practice.

Accidents and incidents were recorded, reviewed and analysed, with learning shared through supervision, discussions and communication systems. Leaders demonstrated oversight of staffing, commissioned hours and service delivery and worked to address recruitment challenges. These arrangements supported effective management and helped ensure the service could continue to meet people’s needs.

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 provider worked in partnership with a range of external professionals and organisations to support people’s care and wellbeing. This included close working with healthcare professionals, social workers, commissioners and housing professionals.

Staff worked collaboratively with partners to respond to changes in people’s needs, manage risks and support independence. The service was actively involved in community activities and forums and supported people to access local resources and social opportunities. This partnership approach helped promote continuity of care and positive outcomes for people.

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.

Accidents, incidents and safeguarding concerns were reviewed to identify learning, and managers discussed what had worked well and what could be improved. Learning was shared with staff through supervision, communication books and team discussions.

The service sought feedback from people, relatives and staff through surveys, reviews and conversations and used this information to make improvements, including developing “you said, we did” action plans.

Leaders were responsive to feedback and this assessment’s findings and took action to improve systems and practice. This supported ongoing improvement and learning across the service.