Champions Place

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 requires improvement. At this assessment the rating has changed to 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 and culture based on transparency, equality and human rights. The registered manager told us the provider’s values were, "Kindness, compassion, respect, and dignity. Everyone's individual needs are respected." We observed staff displaying these values in the way they engaged with people during our visits.

Relatives were happy with the communication from the home and said staff kept them up to date about their family members’ health and wellbeing. One relative told us, "We have a good relationship with the home. They keep us up to date with what is going on." Another relative said, "If there are any issues [registered manager] always lets me know. She phoned me last week to let me know [family member] was not well."

Leaders understood the context in which they delivered care and support and embodied the culture and values of the organisation. Leaders had the skills, knowledge and experience to lead effectively. They did so with integrity, openness and honesty.

People said the registered manager was friendly and approachable. One person told us, "I like [registered manager]; she is a good manager." Relatives said the registered manager was involved in the daily life of the home and supportive of families. One relative said,"[Registered manager] is very involved day-to-day. She keeps on top of things." A survey returned by a relative in August 2025 stated, '[Registered manager] is very supportive.'

The manager understood their responsibilities under the duty of candour, which is a legal requirement for health and social care providers to be open and transparent when things go wrong.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

People told us they felt able to speak up if they were not happy with how they were being treated and were confident staff would listen to their concerns. Relatives confirmed they knew how to raise a concern if necessary. A survey returned by a relative in August 2025 stated, 'In the years [family member] has been at Champions Place, I have had all my requests and concerns answered promptly.'

Staff said they were encouraged to speak up if they had concerns or ideas for improvements. “There are opportunities to speak up. I would not be frightened about whistleblowing. [Registered manager] encourages us; she says, if you have got a problem, you whistle-blow.”

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 were treated fairly and their individual rights respected.

The provider had clear responsibilities, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, and support. Staff carried out audits of key aspects of the service, including health and safety, medicines, and infection control.

Although the registered manager told us the provider’s nominated individual was involved in supporting the service, including regularly speaking with residents and staff, this activity was not recorded. We advised the registered manager that recording visits carried out by the nominated individual would improve quality monitoring and assurance. The nominated individual is the person responsible for the service on behalf of the provider.

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 registered manager and staff had established effective working relationships with other professionals involved in people’s care, which ensured people received the care they needed. Professionals told us the registered manager and staff worked well with them to achieve good outcomes for people. One professional said, “Our annual review and six-monthly reviews are always accommodated and all the information freely shared. Champions Place are very quick to return documents, and they are always completed appropriately. We are always made to feel welcome and the manager is always there to join our meetings.”

The provider focused on learning and improvement across the organisation and local system. The provider supported staff to develop their knowledge and skills. Some staff had achieved relevant national vocational qualifications while other staff were working towards these.

The registered manager and staff routinely implemented guidance recommended by professionals to improve outcomes for people. Staff adopted a consistent approach in the provision of people’s care and support.

At the time of our assessment, the provider used a paper-based records system. To maintain best practice in record-keeping, we advised the provider to consider the implementation of digitised care records in line with theDigital Social Care Records (DSCR)project,a national initiative in England designed to replace paper-based care records with digital systems.