The Highlands

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.

A culture of positivity, respect and shared accountability was evident throughout the service. The management team maintained an active presence in the day-to-day operation of the service, helping to drive improvements and achieve positive outcomes for people.
 

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.

There was no registered manager in post at the time of our assessment, although the service benefited from strong support from the wider management team, including the deputy manager, who provided visible and compassionate leadership. There was no evidence that the absence of a registered manager had adversely affected people's care, support or outcomes. Staff spoke positively about the deputy manager, with one member of staff telling us, “We are lucky to have [deputy manager]; they are the glue that holds us all together.”
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
People and relatives were able to raise concerns and share feedback. Leaders promoted openness through an open-door approach and regular opportunities for discussion. Staff said they would feel comfortable to raise concerns directly with the management team.
 

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.
Staff told us they felt valued and respected by the provider.

The management team promoted a culture of equality and respect through regular engagement with staff, supervision, and a visible and approachable presence. Strong teamwork and mutual respect were evident throughout the service.
 

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.

Systems and processes were in place to provide effective oversight of the service. The management team maintained clear accountability for monitoring quality and performance, and regular audits helped to identify areas for development and drive continuous improvement. The provider had also introduced additional tools to support governance and quality assurance processes. This enabled the management team to analyse information more effectively, identify trends and areas of risk, and strengthen oversight of the service.
 

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 service demonstrated effective partnership working with health and social care professionals. External feedback was positive and confirmed staff sought support and made appropriate referrals when required. Staff worked collaboratively with professionals to plan and coordinate people's care, supporting seamless transitions and positive outcomes.
 

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.

Staff and leaders demonstrated a proactive approach to learning, innovation and continuous improvement. They used a range of information, including feedback and audits, to identify opportunities to enhance the quality of care and support.

Leaders were able to demonstrate how feedback had been reviewed and acted upon, resulting in positive changes within the service. The provider had also embraced innovative approaches, including the use of the AI tool, to support oversight, improve efficiency and strengthen quality monitoring processes.