Woodheyes

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 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 aimed to deliver professional care within a homely atmosphere. We observed the home to be welcoming and comfortable, and this impression was reflected consistently in the feedback we received from people and relatives. One person had their own key, allowing them to lock their door independently, as they would in their own home, which supported dignity and independence. Staff spoke positively about the service and described it as having a “good team,” suggesting a supportive and cohesive working culture.

The provider demonstrated a clear commitment to placing people, their choices, and their well-being at the centre of the service. This values-led approach was evident in the opportunities made available to people, including activities delivered by external agencies. This reflected a positive culture focused on enhancing people’s quality of life and promoting meaningful engagement for everyone using 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.

Staff told us they felt well supported by the management team and described leaders as approachable and responsive. This sense of support contributed to a positive working environment where staff felt listened to and valued. Feedback from relatives was also very positive. One relative told us, “[The Registered Manager] and I have a good interaction.” Another relative said, “I can’t see how it can be improved.”

External partners told us they found the home to be well organised and effectively managed, which supported consistent and coordinated care. People using the service told us they knew who the registered manager was, indicating leadership was visible and accessible. During our observations, we saw leaders engaging positively with people in a kind, respectful, and caring manner, demonstrating a compassionate approach and reinforcing an open and inclusive culture within the home.

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

Staff told us they felt listened to and confident about speaking up if they had concerns or suggestions. They said the management team was approachable and responsive to feedback. A whistleblowing policy was in place and accessible to staff, providing clear guidance on how concerns could be raised safely and promptly. Regular staff meetings were held, with clear records maintained, offering staff further opportunities to share views and raise issues. In addition, there were multiple routes for people, relatives, and staff to provide feedback, including meetings and formal processes for compliments and complaints. This demonstrated an open culture that encouraged transparency and continuous improvement.

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.

Equality, diversity, and inclusion within the workforce were valued and promoted by the provider. Staff were encouraged to share their views, ideas, and any concerns through a range of processes, including regular supervision, team meetings, and informal discussions with managers. Most staff told us they felt valued and respected in their roles and confident their contributions were recognised. All staff were given opportunities to access training and professional development, supporting fair career progression and skill development. There was no evidence of discrimination, and the provider promoted an inclusive working culture where staff were treated equitably and with respect.

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.

There was effective oversight of the service, including the identification and management of risks and the quality of people’s care and support. The provider had systems in place to monitor performance and drive improvement. Regular checks and audits were completed to review key areas such as the environment, medicines management, care delivery, and health and safety. These audits helped ensure standards were maintained and any issues were identified and addressed in a timely way. In addition, external audits and reviews were undertaken by partner organisations, providing further assurance and supporting continuous improvement and the long-term sustainability of the service.

The provider demonstrated an understanding of their statutory duty to notify the Care Quality Commission (CQC) of relevant events and incidents that may affect the service or the people using it.

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 stakeholders within the local community, including health professionals and the local authority, to support people’s care and wellbeing. External partners told us communication from the provider was very good, and information was shared in a timely and effective way. We saw evidence of visits to the home by partner organisations, which supported coordinated care and professional oversight. People were supported to leave the home for outings with their families or representatives, which helped maintain social connections and access to community activities. However, there was limited evidence of planned visits into the wider community arranged by the provider. The provider acknowledged this and told us how they planned to do this in the future.

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 provider had systems in place to support continuous learning and service improvement. They carried out observational assessments to help review practice and identify opportunities to enhance people’s experiences and outcomes. The leadership team was proactive in responding to identified issues and implementing improvements. For example, the electronic care planning system was reviewed and enhanced to allow more detailed and personalised information to be recorded, supporting more individualised care planning.

There were effective systems in place to learn from accidents, incidents, safeguarding concerns, complaints, and situations where things had not gone as planned. Learning from these events was shared with staff through meetings and supervision, ensuring staff were kept informed about changes, improvements, and ongoing action plans. This approach helped promote reflection, learning, and continuous improvement across the service.