Support for Living Limited - 25/27 Haymill Close

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 promoted a positive culture. Relatives told us they and people living at the service were happy. Their comments included, “The place is really good, and I am very happy. [Person] is happy”, “There are consistent staff, and they know people well” and “I think the service is managed well and I do not have any concerns.”

Staff told us they enjoyed working there. They said they would recommend the provider as a company to work for and to care for a loved one. Their comments included, “I feel welcome and comfortable to be myself” and “I believe people have an amazing quality of life here.”

Staff understood the organisational values.

The provider employed capable and inclusive leaders. The previous registered manager moved to work at another of the provider’s services earlier in 2025. The new manager had been promoted within the organisation and understood the ways of working. They were undertaking a management in care qualification and were in the process of applying to be registered with CQC. The manager was supported by a team of local managers and senior managers who regularly visited and offered guidance and support. Relatives told us they knew who the manager was and felt able to speak with them. Staff told us managers were supportive and visible.

The provider had systems to support staff and others to speak up if they had concerns or something was wrong. Relatives told us they felt confident raising concerns. Staff understood how to speak up and knew they could raise concerns with senior managers or anonymously if they felt issues were not being addressed locally.

The provider had procedures to promote workforce equality and diversity. These formed part of recruitment and ongoing support for staff. The provider had undertaken analysis of the workforce to ensure they were providing support to meet staff diverse needs. They had a range of diversity and inclusion initiatives which included networks for different groups of staff. The provider carried out regular staff surveys and asked for their views and opinions about how their individual needs were being met. They also promoted additional support for staff with a disability or neurodivergent needs to make sure they could access learning and information in formats that made sense to them. Staff told us their needs were met, and they could request time off or flexible working when needed.

The provider had effective systems for monitoring and improving the quality of the service. Staff and managers carried out audits of different aspects of the service. The provider’s senior managers and quality assurance team assessed the service. They created reports of their findings and helped the manager develop an action plan when improvements were needed. The manager regularly analysed the service against the organisation’s key performance indicators. Stakeholders were asked to contribute their views.

Staff worked in partnership with other professionals to monitor and meet people’s needs. Managers and staff also worked with the provider’s other care teams to share ideas and learn from each other.

The provider had developed partnerships with other providers and care organisations to develop their services and be part of research into better care. For example, they were working with an organisation to look at life expectancy for people with a learning disability and the work that was needed to improve this.

The provider had systems to help staff learn and improve. Staff were supported by subject matter experts to develop practice in key areas, including health and wellbeing and medicines management. Staff were invited to participate in the provider’s events to share their ideas and learn about best practice.

Some of the projects the provider was working on and involving staff included finding ways to reduce and end health inequalities and improving social connections, education and skills for people using services.