St Johns Wood

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 is the first assessment for this service. 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 82 (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.

Their stated vision emphasised delivering personalised, respectful care that supports people to live independently, meets individual needs and preferences, promotes dignity, and involves families in care planning.

This vision was reflected in day-to-day practice. Staff and managers demonstrated person-centred planning, tailored support, and attention to the unique circumstances of each person.
People using the service, relatives and staff told us they thought the service was well managed. A relative said, “My life has changed since [person] has had carers. Glad to have their support. I couldn’t manage without them,” illustrating the positive impact of a supportive culture.
Staff described open, approachable management, and reported they could raise concerns or suggestions freely. The provider held regular meetings, supervision with staff and carried out audits to support quality improvement.

A staff member said, “We can speak to the manager whenever needed.” The provider’s approach prioritised staff empowerment, continuous learning, and collaboration, ensuring that the vision was consistently translated into practice for people receiving care.

The provider had inclusive and capable leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of the organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively, with integrity, openness and honesty.

The registered manager was a registered nurse with extensive clinical and management experience, including senior roles in hospital and community nursing. She provided direct clinical supervision to nursing staff and ensured all practice remained aligned with current professional standards and legislation. Supported by a compliance lead, homecare coordinators and administrative staff, she formed part of a cohesive senior management team that maintained oversight of governance, training and audit activity. The registered manager reported to the company’s Director, who held strategic responsibility and maintained regular communication to review service performance and compliance.

The registered manager kept herself up to date with good practice and legislation through ongoing training, professional reading, and close collaboration with consultants, private hospitals and the compliance lead.

Staff described management as supportive, accessible and inclusive, knowing they could raise concerns or seek guidance at any time. A senior staff member said, “We ask staff if everything is ok, do they have any issues with training. We do what we can to support them. We try to be as accommodating as we can. They know the support is there as well.”

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

Staff confirmed that they were in frequent contact with the registered manager and they were able to discuss any issues openly. The provider’s Equality and Diversity Policy set out clear “Speaking Up” arrangements, encouraging staff, people and families to report any concerns about discrimination, unfair treatment or poor practice. Staff could raise issues directly with their manager or senior on duty, and the provider assured all reports would be handled confidentially, taken seriously, and acted on promptly.

There were several methods for staff to give feedback and speak up about any concerns, including staff questionnaires, supervisions and spot checks.

Staff described the communication across their team as excellent, and they felt confident that their concerns would be met with consideration and respect.

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.

Recruitment focused not only on qualifications and experience but also on skills such as empathy, cultural awareness and communication, so staff could meet people’s diverse needs. Leaders ensured the workforce reflected the community they served, for example by providing care workers and nurses who spoke specific languages or understood cultural and religious practices such as cultural diets.

Staff said they felt supported, including where they had neurodiverse needs, with managers providing flexibility and extra time for training.

This approach enabled people to feel respected, comfortable, and understood, while staff felt valued and included.

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.

The registered manager and compliance team monitored performance through audits, spot checks and regular reviews of care records. Governance systems such as supervision logs, training compliance records, and automated NMC pin checks ensured staff remained safe to practise. Information was recorded and shared securely using a digital care system, giving managers real-time oversight and providing families with access where requested.

Audits were thorough and effective. For example, a recent review showed medicine records were accurate, staff were clinically competent, and documentation was clear and factual. Any issues identified were followed up through supervision, showing a strong system of learning and improvement.

The provider had an effective business continuity and quality improvement plan which ensured care continued safely during any disruptions and all necessary policies and procedures were in place.

The registered manager oversaw audits and governance meetings to confirm that staff managed risks effectively. Staff recorded incidents, and near misses and management investigated these to prevent them happening again. Relatives said care workers gave them “peace of mind” about their family member’s safety.

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.

Nurses attended hospital visits, liaised with specialists, and supported post-surgical care at home. Families said staff communicated effectively with medical teams to manage care safely and consistently.

In written feedback to the provider, a relative commented, “[The registered manager] played an important role liaising with GPs and district nurses on a professional level to ensure [person] received the medical help needed.”

In addition, the provider strengthened partnership working through their bespoke dementia training programme. The provider shared this training resource and knowledge freely with other organisations and promoted sector-wide improvement. This approach supported collaboration beyond their own service and reflected a commitment to raising standards across the sector.

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 developed skills through specialist training, scenario-based exercises, and bespoke programmes, enhancing care quality and people’s outcomes.

The provider had developed an evidence-based learning platform informed by over 25 years of clinical experience. It offered interactive, neuroscience-based modules to enhance understanding, empathy, and communication in dementia care. The platform was enterprise-grade, adaptable to feedback, and made freely available to any organisation, which promoted learning beyond the provider’s own workforce.

This initiative had been externally recognised, reflecting its innovation and positive impact on raising standards of dementia care nationally.