Choices Housing Association Limited - 1 William Street

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 as good. At this assessment, the rating has changed to Outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 93 (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 told us how the provider’s values were strongly focussed on ensuring people experienced meaningful and enjoyable lives. Staff described the ethos as helping people to “See it, do it, like it,” ensuring individuals had opportunities to experience new things, make choices, and pursue activities which were important to them. One staff member explained how these values helped make “Every day of people’s lives friendly and fun for all.” Staff consistently identified the registered manager as a positive role model who actively promoted and lived these values, helping to create a culture where people were encouraged to live fulfilling lives with choice, independence, and dignity.

There was a strong emphasis on continuous learning, and improvement to ensure people received the highest quality support possible. The registered manager described how they upheld the organisational values, explaining “We value constantly learning and developing to make sure we are all doing the best we can for the people we support.” This commitment to improvement was evident throughout the service, where staff were encouraged to reflect on practice, embrace new ideas and continually seek better outcomes for people. Learning was viewed as an ongoing process, creating a culture where staff felt empowered to develop their knowledge and skills in response to people's changing needs.

The provider had successfully created a culture where values were not simply stated but were consistently demonstrated in practice. Staff at all levels shared a commitment to promoting people's rights, celebrating individuality, and supporting people to live meaningful lives. There was a clear alignment between the organisation’s vision, the leadership approach and the care people received. As a result, the service demonstrated an exceptionally strong and values-driven culture, characterised by continuous improvement, inclusivity, compassion, and empowerment.

The provider had exceptionally 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 always did so with integrity, openness, and honesty.

The service was led by a strong and consistent manager, who promoted an inclusive culture where staff felt genuinely valued and listened to. Feedback received from people, relatives and staff consistently showed how the registered manager maintained a high visibility within the service and led by example. Staff reported feeling comfortable approaching the registered manager for advice, guidance or emotional support and were confident concerns would be acted upon. The positive relationships between the registered manager and staff created an environment where people felt safe to contribute ideas, discuss challenges and seek support when needed. This open culture enabled staff to focus on providing high-quality care because they knew the support and guidance was available when needed.

Relatives spoke highly of the registered manager and the confidence they had in their leadership. One relative described the service as “an exemplary home” and stated, “The care manager is proactive, they are a strong manager.” Another said, “We would go straight to the manager. They are a brilliant manager and on the ball.” Relatives felt listened to, respected, and involved, contributing to positive and transparent relationships between the service and the people it supported. This feedback reflected the trust families had in leaders and their confidence that concerns would be addressed promptly and effectively.

Staff spoke positively about the registered manager’s leadership and the impact this had on the quality of care provided. One staff member described the registered manager as an “extremely efficient leader, who is naturally a caring person and has a vast knowledge of learning disabilities, always making sure they are aware of any changes or updates.” Staff told us they felt supported and inspired by the registered manager’s knowledge, enthusiasm, and passion for improving people's lives. This reflected the registered manager’s commitment to remaining informed and ensuring the staff team had access to current best practice guidance and developments within health and social care.

Professionals consistently praised the leadership within the service and the collaborative relationships developed with external agencies. One professional told us, “Management are approachable, supportive, and visible within the service. There is a clear sense of teamwork, and managers and staff work collaboratively with external professionals, including myself, to ensure residents receive the best possible care.” Another professional commented, “[Registered manager’s name] is a wonderful manager and always has a smile on their face.” The registered manager told us, “I encourage staff to build relationships, be open and transparent, and to continually advocate for people and their families. By doing this we have developed trust and understanding of everyone involved in a person’s life which has and will continue to provide the best outcomes for the people we support.” This demonstrated the positive influence of leadership and the strong partnerships that had been developed to achieve better outcomes for people.

The registered manager demonstrated a strong commitment to advocacy and relationship-building. They emphasised the importance of open, honest, and transparent communication with people and their families to build trust and achieve positive outcomes. They said, “My ethos is to ensure people are at the heart of what we do and achieve the best outcomes for a full and happy life. It is important to be inquisitive and question decisions to advocate on behalf of people.” This person-centred approach was evident throughout the service, with leaders working collaboratively with families and professionals, challenging barriers, and ensuring people’s voices remained central to their care.

The registered manager provided strong and motivational leadership, with a clear vision and solid commitment to the continuous development of the service. Staff consistently described a leader who led by example, promoted openness and fostered a strong, inclusive culture of togetherness and mutual support. They had created an environment where people, relatives and staff felt valued and listened to, contributing to a positive and inclusive culture. Their commitment to achieving excellent outcomes for people was recognised through the award of both the Lifetime Achievement in Learning Disability and Autism Award and the Social Care Leadership Award. These achievements reflected their personal leadership qualities and the high standards, positive culture and person-centred values embedded throughout the service.

The provider fostered a positive culture within the service where people knew they could speak up and their voice would be heard. Staff told us they felt confident to raise concerns, share ideas and challenge practice, knowing they would be listened to and supported. One staff member said, “I feel able to raise anything as we are encouraged to share ideas or report concerns so changes can be made for the better. Staff were aware of a range of accessible reporting routes and could describe how to raise concerns internally with senior leaders and externally with relevant agencies.

Lessons learned from concerns and incidents were openly shared across the service to improve outcomes for people. The registered manager consistently acted on feedback and used it to drive improvements, resulting in a highly transparent and continuously improving service.

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 explained the importance of respecting people’s diverse needs and ensuring they promoted an inclusive and fair place for people to live and staff to work. Staff told us adjustments were in place when staff needed flexible working arrangements to support them to continue to work by accommodating their individual needs or circumstances. The inclusive culture within the service helped to ensure all staff felt valued and respected, and the care delivered was reflective of the diverse needs of both the workforce and the people supported.

The training records showed staff received Equality, Diversity, and Human Rights (EDHR) training and we observed their understanding of this in the support they provided to people. Staff understood diverse cultures, races, and identities, and the principles were embedded in the service’s values and interactions with people, relatives, and internal/external colleagues.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment, and support. They always acted on the best information about risk, performance, and outcomes, and shared this securely with others when appropriate.

The registered manager had implemented exceptionally strong and effective governance arrangements which were embedded in daily practice and driven by a culture of continuous improvement. There was a comprehensive and proactive quality assurance system in place which enabled them to consistently monitor performance, identify emerging trends, and take timely action to improve outcomes for people. As a result, people experienced high quality care which continually evolved to meet their needs.

There was a well-established programme of audits and monitoring activities covering all aspects of service delivery. These included health plan audits, person-centred plan (PCP) audits, environment audits, incident audits, dignity audits, accessible information and communication audits, and dysphagia and choking audits. Audit findings were clearly recorded, and actions were identified, monitored, and completed. This showed a strong commitment to learning, accountability and continuous service development.

The registered manager maintained a robust oversight of the service through a range of monthly observations of staff competency and people’s experience. These included direct observations of medication administration, handovers, staff practice, resident interactions, mealtimes, communication, dignity in care, activities, daily living skills, mental capacity assessments, safeguarding practice, risk management and staff understanding of individuals’ specific health conditions and support needs. This level of scrutiny ensured the care remained person-centred, responsive, and focused on achieving positive outcomes for people.

The service development plan evidenced a proactive approach to improvement. It was evident this was a live working document which was regularly reviewed, updated, and progressed. Actions identified through audits, incidents, observations, and feedback were translated into meaningful improvements, demonstrating effective systems were in place to sustain quality and drive positive change.

The service showed a strong commitment to sustainability and continuous improvement. Regular audits and monitoring helped ensure the home remained a safe, welcoming, and comfortable place to live. The provider had a good understanding of how the service was performing, which was fed to them through the well-established and maintained governance systems. The provider used this information to ensure oversight was maintained and any issues were addressed to ensure people consistently received high standards of care over time.

Feedback from people, relatives and staff was consistently positive, providing further assurance that governance systems were effective in identifying what mattered to people and translating this into meaningful action. People’s experiences remained central to decision-making, service assessment, and improvement planning.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

Professionals told us the registered manager and staff at 1 William Street worked closely with them to ensure people’s needs were consistently met and support was adapted proactively when circumstances changed. One professional said, “Staff proactively plan care and risk management to maintain people’s safety. They communicate in a clear and timely way, which allows effective clinical input and continuity of care for people, which I have found consistently leads to an exceptional standard of care.” This demonstrated the service's commitment to building effective partnerships and ensuring professional expertise was used to support positive outcomes for people.

Professionals told us the registered manager and staff displayed a strong commitment to information sharing and shared decision making. There was a culture of consistent, open, and transparent communication with people, relatives and professionals which ensured decisions reflected people’s individual preferences. One professional explained, “There is a consistent emphasis on shared decision making to ensure people, families and professionals are all involved when making decisions about care.” This approach ensured important information was shared promptly, enabling timely interventions to reduce risks whilst people remained at the centre of their care and support.

Professionals described the positive and constructive way staff engaged with specialist advice and recommendations. One professional told us, “Staff are receptive to professional advice and act upon recommendations, which supports positive outcomes for people.” Staff demonstrated a genuine willingness to learn from others and continuously improve the support provided. This openness and responsiveness strengthened multi-disciplinary relationships and helped ensure people received coordinated care that promoted their health, wellbeing, and independence.

The quality of partnership working was recognised by external professionals, who described the service as an example of best practice. One professional commented, “It is a pleasure to work alongside such a dedicated and professional team. This home is a true representation of how a care home should be and demonstrates excellent standards across all areas.” This feedback reflected the exceptionally positive relationships the provider had built with partner organisations.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 strong sustained culture of learning, improvement, and innovation within the service, where feedback, reflection and learning from incidents were used to drive positive change. Staff were encouraged to reflect on their practice individually in supervision sessions and share learning and contribute ideas to further develop the service in staff meetings. Learning from mistakes were viewed as an opportunity to improve outcomes for people and focussed on a commitment of continuous service development.

Staff spoke highly of the support, guidance, and encouragement they received from the registered manager, describing a culture where they felt valued, empowered, and motivated to develop their confidence and skills. The registered manager actively promoted professional development through regular discussions about learning, reflective practice, and career aspirations. One staff member said, “[Registered manager’s name] encourages our development through learning and discussing our role and how we may want to progress.” This approach fostered a motivated workforce committed to continuous improvement, innovation, and the delivery of exceptional care.

The registered manager demonstrated a strong commitment to continuous learning and improvement. They actively sought opportunities to learn and network through attendance at webinars, local manager forums, provider manager meetings, restrictive intervention groups, and chemical restriction reduction initiatives. The registered manager shared learning with staff and ensured this was embedded in practice, which had directly impacted people's experiences and outcomes. For example, staff used learning gained through chemical restriction reduction initiatives to drive improvements in practice. They worked closely with one person to gain a meaningful understanding of how their individual triggers affected their physical and emotional wellbeing, enabling them to implement tailored preventative strategies at the earliest opportunity. This person-centred approach, combined with consistent support and proactive monitoring, led to a significant reduction in the use of medication during periods of distress and a significantly enhanced the person’s quality of life.