Creative Support - Teesside Services

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 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 96 (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 and powerful shared vision built on transparency, equity, human rights, and inclusion. Its core values of Welcoming, Empowerment, Compassionate, Aspirational, Respectful and Effective, were deeply embedded, creating a passionate culture centred on delivering high-quality care.

Values-based recruitment ensured staff were aligned with the organisation’s ethos from the very beginning. Staff consistently described a supportive, well-led service where the registered managers were recognised as compassionate, respectful, and highly attentive to wellbeing. Open communication and genuine support through both personal and professional challenges were repeatedly highlighted, reinforcing a culture of trust and inclusion. A staff member said, “I feel very valued and appreciated by the management. They are very approachable; they recognise the work I do. They show appreciation through communication and constructive feedback and support with training and development.”

Leadership development was strengthened through dynamic registered managers’ collaborative conferences where managers from across the provider’s services undertook detailed reviews of practice. These sessions enabled a shared understanding of CQC requirements and supported managers to explore, challenge, and improve quality across services. This cohesive, values-driven approach embedded continuous improvement across the service and demonstrated outstanding leadership, ensuring high-quality, compassionate care was consistently delivered.

Staff worked in line with the Right Support, Right Care, Right Culture guidance. The provider had developed the service in line with the key principles of choice, independence, and inclusion. The service was exceptionally person centred, demonstrated in how well staff knew people, how staff put people’s needs first and how they supported people to have maximum choice and control over their lives.

The provider had exceptionally inclusive leaders at every level who were compassionate, inclusive, and deeply attuned to the needs of both people and staff. They consistently embodied the organisation’s values, creating a culture where kindness, dignity and respect were central to care. Their skills, knowledge and experience gave them credibility, while their authenticity and empathy inspired confidence and trust across the team. Staff described the registered managers as people who listened, supported them through challenges, and encouraged open conversation. This compassionate presence set a clear benchmark for excellence, driving a culture of high-quality, person-centred care and continuous improvement.

Staff described registered managers as a wealth of knowledge, excellent support, and motivators, not just for people but staff. A staff member said, “The management team are very supportive and caring whether it is work related or personal. They are always available should we need them.”

The registered managers investigated concerns sensitively and quickly, identifying lessons and acting on them to improve the service. Staff said they felt listened to and valued, with the management team encouraging feedback on a regular basis. This approach created a culture of trust and accountability, where staff knew their voices mattered and where action followed. It showed outstanding leadership and a commitment to continuous improvement.

The provider fostered a positive culture where people and staff felt they could speak up and their voice would be heard. Freedom to Speak Up was not only encouraged but embedded in everyday practice.

Staff consistently reported feeling safe and supported to raise concerns, confident that their voices would be heard without fear of reprisal. Open communication was championed at all levels, with leadership actively promoting transparency, safety, and mutual respect. The registered managers were described as approachable and responsive.

The provider had developed their own ‘Code Red’ process where staff could anonymously report concerns. This was a process designed to prevent a culture which could give rise to a safeguarding concern being raised. Staff had access to a confidential email or phone number in

The provider demonstrated an outstanding and deeply embedded commitment to equality, diversity, and inclusion across the workforce. A proactive and values-driven approach ensured all staff were treated fairly, with equitable access to recruitment, development, and progression opportunities.

Innovative initiatives and strong leadership created an inclusive culture where diversity was actively celebrated. Staff from all backgrounds were supported through dedicated networks, targeted training, and meaningful engagement opportunities, with their voices directly shaping organisational practice, including the development of an anti-racism action plan.

Robust policies and frameworks, alongside initiatives such as the HALO Workplace Code and Disability Confident commitment, ensured a zero tolerance approach to discrimination and promoted a safe, respectful working environment. (The Halo Code is a campaign and workplace pledge designed to protect Black employees and students from hair discrimination). Flexible working arrangements, inclusive policies, and tailored support further enabled staff to feel valued and supported. This comprehensive and forward-thinking approach fostered a highly inclusive workforce where barriers were actively reduced, staff felt empowered to be themselves, and equality was consistently promoted, demonstrating practice that exceeds expected standards.

The provider demonstrated outstanding governance, underpinned by strong, visible leadership from highly effective and dedicated Registered Managers. Staff, people, and professionals consistently described the management team as approachable, knowledgeable, and committed to maintaining exceptionally high standards of care. There was clear confidence across the service, with staff understanding who to contact and feeling well supported to deliver safe, high-quality care. A staff member told us, “[Name of registered managers] just make this a fantastic place to work. I could not find a better place to work with managers who are so passionate and enthusiastic and who lead by example.”

Robust governance systems were firmly embedded, with comprehensive, outcome-based monitoring of areas such as care records, medication, incidents, safeguarding, and service delivery. These were reviewed monthly by the management team, with clear action plans developed and implemented swiftly. Quarterly governance meetings provided further oversight, ensuring performance was continually assessed and improvements were sustained. Best practice and learning were actively shared across the service, creating a culture of openness, reflection, and continuous improvement.

The registered managers demonstrated a proactive and innovative approach, driving service development through investment in specialist training and partnership working with external professionals. A registered manager told us, “We don’t stop, we break down barriers. If we don’t get a response, then it doesn’t come of my list.” Governance was highly effective, consistent, and embedded across the service, with fabulous leadership from registered managers who inspired confidence, accountability, and excellence. This resulted in measurable improvements in care quality, safety, and outcomes, ensuring people received responsive, well-led support that significantly enhanced their wellbeing and quality of life.

The management team demonstrated outstanding partnership working and community engagement, with collaboration fully embedded across all aspects of the service. Staff and registered managers worked proactively with multidisciplinary professionals, ensuring information was shared consistently, documentation was timely, and care was informed by a wide range of expert input. This resulted in seamless, well-coordinated support that significantly enhanced people’s outcomes. Partnership working was highly effective and consistent.

Staff maintained strong, ongoing relationships with social workers, occupational therapists, nurses, and other professionals, ensuring they remained well informed and responsive to changing needs. Multidisciplinary meetings were used meaningfully, with professional input directly shaping care planning and delivery. One professional commented, “The management team are particularly effective within multi-disciplinary team meeting settings, advocating strongly for the people they support.”

The provider also demonstrated a strong commitment to sector-wide improvement, actively collaborating with other care organisations to share best practice, resources, and opportunities. This outward-facing approach contributed positively to the wider learning disability network and reflected a genuine dedication to improving outcomes beyond the service itself. As one professional described, “They demonstrate a genuine commitment to improving outcomes for the individuals they support, as well as contributing to the wider learning disability network.”

Community engagement was a key strength of registered managers and staff. A wide and inclusive programme of activities including weekly discos, craft sessions, bowling, sports days and film afternoons enabled people to develop meaningful relationships, build confidence, and feel a strong sense of belonging. These opportunities were thoughtfully organised to ensure accessibility and promote social inclusion.

Relatives were kept consistently involved through regular communication, including newsletters and ongoing contact, which fostered trust, transparency, and strong relationships. This highly collaborative and community-focused approach ensured people experienced rich, connected lives, with opportunities to build relationships and participate in meaningful activities. Care was consistently informed, responsive and person-centred, demonstrating a service that exceeded expected standards.

The provider demonstrated a fully embedded culture of continuous learning, improvement, and innovation. Quality improvement was viewed as everyone's responsibility and was integral to the way the service operated. Staff at all levels were empowered to identify opportunities for improvement and lead change, supported by leaders who actively encouraged innovation and learning.

A systematic and well-established approach to quality improvement was consistently applied across the service. Staff were skilled in recognised improvement methodologies and confidently used quality improvement tools to analyse performance, test changes, and measure outcomes. Learning from audits, incidents, complaints, compliments, and feedback was routinely used to drive sustainable improvements and improve people's experiences and outcomes.

Innovation was actively encouraged and celebrated throughout the service. There was a clear focus on seeking out new and sustainable ways of working, with changes evaluated to ensure they delivered positive outcomes for people using the service.

The provider promoted a positive learning culture where staff felt confident to challenge existing practices, suggest improvements and contribute to service development. Staff described feeling valued and listened to, and examples demonstrated how frontline ideas had led to meaningful changes within the service.

Learning and best practice were shared widely both within the organisation and with external partners. The provider had a strong track record of collaborating with other teams and organisations to promote innovation and spread successful improvements beyond the immediate service.

Staff were actively supported to develop professionally and had opportunities to participate in research, service evaluations, and improvement initiatives. This contributed to an engaged and knowledgeable workforce committed to delivering high-quality, evidence-based care.

The registered managers actively promoted innovation by developing new opportunities for community engagement, including a film club, bowling league, discos, and craft groups. Partnership working has been strengthened through collaboration with other local providers, widening social networks and reducing isolation. There was a strong focus on continuous improvement and reflective practice.

Registered managers fostered an inclusive, forward-thinking environment where people were empowered to make choices, build relationships and achieve valued outcomes, including planning holidays and maintaining family. The management team consistently demonstrated its ability to learn, adapt, and innovate, leading to sustained improvements in people’s quality of life.