White Rose Court

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 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 79 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. Staff meeting records demonstrated an inclusive culture where staff were encouraged to share their views. Feedback surveys were used to ensure staff, people and their relatives had opportunities to influence how the service was developed.

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. People we spoke with were highly complementary about the leadership at the service and how leaders were ‘approachable’ and ‘wonderful’. A staff member told us, “I feel well supported, it is such a good company to work for.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider encouraged staff to speak openly and provided them with opportunities to speak up. Staff meeting records highlighted the ability of staff to raise concerns with managers and for these to be acted upon in a responsive manner.

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 registered manager had developed an inclusive workforce and recognised the value of diversity amongst the team.

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 service had effective governance systems in place, with clearly assigned roles and accountability to ensure safe, person-centred care. Staff understood their responsibilities and how their work contributed to the overall service. Regular and comprehensive audits and checks were carried out to monitor performance, identify risks, and drive continuous improvement.

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. Management and staff worked towards the shared aim of achieving positive outcomes for people. The registered manager encouraged the team to openly discuss, feedback and exchange ideas for continuous improvement and innovation.

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 management team provided active and consistent support to staff, promoting continuous learning within the service. A ‘You said, we did’ initiative enabled the registered manager to respond positively to feedback, and they took action to improve areas brought to their attention. For example, a person commented they would like more trips out of the service, when the weather was nice. The service responded by offering 1-1 walks and visits out. Staff were also asked for their written feedback on certain aspects of care and what could be improved as a result. This approach strengthened practice, reduced risk and supported ongoing improvement within the service.