Westgarth

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. This key question has been rated 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 71 (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 clear vision, strategy and culture, underpinned by principles of transparency, equity, equality, human rights, diversity, inclusion and engagement, with an understanding of the challenges and needs of people and their communities.

The provider’s core values were clearly stated; ‘PROUD (Person centred, Respectful, Open, Understanding, and Dedicated). These values are fundamental to human rights and include everything we do to support our clients.’

Leaders promoted a person-centred culture that was responsive to the needs and preferences of people using the service.

Leaders had the skills, knowledge, experience and credibility to lead effectively and to ensure the service’s vision is delivered.

A new manager started in post recently and, with support from senior managers, had made improvements at the service.

Staff gave positive feedback about the new manager who was described as approachable, fair, supportive and responsive. Comments included, “It has been hard with management changes and staff leaving but things are getting better, it's ongoing. Manager listens absolutely. She's very approachable and takes action if you raise anything” and “Staff morale was very low with all the management changes and then a time without a manager, it was very stressful. [The new manager] has made lots of changes but I think they're needed and we’re building things back up.”

Relatives told us they were happy with the care provided during their family member’s respite stay and it allowed them to have a break knowing their loved one was safe. One relative said, “[Family member] loves it, I’m packing now. We went on holiday for 2 weeks, I got ‘mum when am I going to Westgarth?’. [Family member] loves it, they’re very, very good.”

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

Staff described the working environment as caring and supportive. They said they felt listened to and valued and felt confident raising issues when needed. One staff member said, “I haven’t any concerns but would feel comfortable raising things and feel they would be addressed.”

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 provider employed a diverse staff team including different ethnic backgrounds and genders. Staff received training in equality, diversity and inclusion. No concerns were raised by staff we spoke with about equality and equity.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance.

Governance and quality systems in place had identified where improvements were needed. However, these had not always been acted on promptly. For example, the quality lead's report in April 2026 identified first aid and moving and handling training were overdue and improvements were needed with ‘as required’ medicine protocols. These remained outstanding at our site visit. The provider’s service improvement plan from June 2026 identified multiple areas for improvement, however, many actions were yet to be completed.

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.

Care records demonstrated effective partnership working with a range of healthcare and social care professionals. One healthcare professional told us, “I’m impressed with the service, they're good to work with and welcoming when I visit. Things are well co-ordinated. Staff know people well, are good at sharing information and act on any advice given.” This collaborative approach ensured people’s care was well coordinated and responsive to their changing needs.

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 provider’s service improvement plan identified where improvements were needed in the service. The manager demonstrated a good understanding of the service's strengths and areas requiring further development and, in collaboration with senior leaders and other professionals, was working to ensure positive outcomes and an improved quality of life for people.