Leeds Supported Living

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 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 Statement of Purpose clearly detailed the service’s vision and values, and this was embedded in the polices, processes, staff training and culture. Staff described a supportive and open culture, and our conversations confirmed the service values were at the heart of their role. Staff were involved in regular team meetings. We were assured the provider guaranteed autistic people and people with a learning disability the choices, dignity, independence and good access to local communities that most people take for granted.

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 management team had the skills, commitment and experience to support the service. There was a focus on genuine positive outcomes for people and the development of staff. The registered manager was visible and approachable, and people, relatives and staff spoke highly of them. Comments included, “I feel comfortable approaching the manager. [Name of registered manager] understands what I mean,” and “Our manager is very supportive. If you have a concern, you can go and sit down with her and have a chat. She always acts on any concerns raised.”

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 in place, which included clear guidance to support staff to ‘speak up.’ Leaders ensured people knew and were able to exercise their rights.

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 had an up to date recruitment policy and employed a diverse staff team. Human resources processes were in place to ensure staff understood their rights as employees. The provider had a range of inclusion networks and monthly webinars to support staff’ wellbeing and voice.

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 a clearly defined governance structure which included audits and checks at multiple levels. The registered manager audits were detailed and included regular visits to people’s homes, and observations and conversations with staff and people using the service. Where any shortfalls were identified these were acted upon to ensure they were addressed, improvements made, and people received good care and support. One person who used the service had recently been employed as a quality advisor and supported the team with visits and audits.

The provider had policies in place. They were regularly reviewed to ensure they reflected best practice, and any changes were discussed in staff meetings.

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 collaborated with local authorities who commissioned care and health and social care providers. We received good feedback from stakeholders. Comments described the registered manager as being, “extremely welcoming, accommodating and understanding.” The service was working in partnership with the local authority commissioning team to continue to improve the service. We saw, and people told us about, how staff had supported them to access community facilities, including local sporting events, restaurants and colleges.

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 culture of continuous learning and improvement. Learning lessons and outcomes were discussed across a range of forums and there was a whole team approach. Staff in all roles expressed a pride in working for the service and the care and support they received. The model of care was in line with current best practice guidance right support, right care, right culture. Leaders worked with people, their representatives and staff to build a culture that focused on enabling people to enjoy a full life.