Mansfield Supported living

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 newly registered service. This key question has been rated 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 89 (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 developed a strong, values-driven culture with a clear and consistently understood vision that placed people at the heart of the service. This vision was rooted in transparency, equality, equity, human rights, diversity, inclusion and meaningful engagement. Leaders and staff shared an exceptional understanding of the needs, aspirations and challenges experienced by the people they supported and worked together to ensure these principles were embedded throughout daily practice.

There was a strong sense of purpose across the organisation. Staff at all levels were able to describe the provider's values and demonstrate how these influenced the care and support people received. The culture promoted high expectations for people and challenged assumptions about what individuals could achieve. Leaders encouraged staff to focus on people's strengths, aspirations and potential, rather than their limitations.

A key value that underpinned the provider's culture was bravery. This principle was evident throughout the service and encouraged both people and staff to challenge perceived limits and embrace opportunities for growth. Staff supported people to take positive risks in a carefully planned and person-centred way. Staff recognised that experiencing new opportunities was essential to people achieving independence, confidence and fulfilment. Rather than avoiding risk, staff worked collaboratively with people to manage it safely, which enabled them to pursue ambitions and experiences that enhanced their quality of life.

The culture of bravery also extended to the workforce. Staff described feeling confident to speak up, challenge practice and question established ways of working when they believed improvements could be made. Leaders actively welcomed feedback and constructive challenge, creating an open and transparent environment where learning and innovation were encouraged. This fostered a culture of continual improvement and ensured people's rights and best interests remained at the centre of decision-making.

As a result, people benefited from support that was ambitious, empowering and focused on helping them achieve the best possible outcomes. The provider's clear vision, strong values and commitment to promoting human rights, inclusion and positive risk-taking had created an exceptional culture where both people and staff were supported to thrive. This represented outstanding practice.

The provider benefitted from exceptionally capable, compassionate and inclusive leaders who consistently demonstrated the values of the organisation through their actions and decision-making. Leaders at all levels had a thorough understanding of the people they supported, the challenges they faced and the wider context in which care and support were delivered. Their leadership was characterised by integrity, openness and honesty, and they were highly respected by both staff and people using the service.

Leaders possessed the skills, knowledge and experience to lead effectively and were committed to which ensured support was truly person-centred. They recognised that achieving the best outcomes for people required staff to have a detailed understanding of individual needs. As a result, bespoke training packages were developed to equip staff with the knowledge and skills needed to support people in ways that reflected their preferences, communication styles, life experiences and aspirations. This ensured staff were confident and competent to deliver highly personalised care.

A particular strength of the leadership team was its visibility and accessibility. The service managers maintained a consistent presence within the services and spent time with both people and staff on a daily basis. This enabled them to maintain effective oversight of people's needs, monitor outcomes and identify where additional support or guidance was required. Their hands-on approach ensured leaders remained connected to people's experiences and were well informed about the day-to-day operation of the service.

Leaders were described by staff as approachable, supportive and genuinely invested in their wellbeing and development. Staff told us they felt comfortable when they shared ideas, raised concerns and discussed challenges. They felt confident they would be listened to and supported. Leaders actively encouraged feedback and viewed it as an opportunity to learn, develop and improve the service. One staff member said, “Our managers are great, we are encouraged to think outside the box and explore various ways to support people with their goals, sometimes it works and sometimes it doesn’t, but it’s done safely. You have to adapt to every individual and managers support us to do this.”

The leadership team fostered a culture where collaboration, learning and mutual respect were embedded throughout the organisation. Staff were encouraged to support one another, share good practice and act as positive role models for their colleagues. This created a motivated and committed workforce that shared the provider's vision of promoting independence, choice and meaningful opportunities for people.

The visible, compassionate and values-led approach of leaders had a significant positive impact on both staff and people who used the service. Their commitment to person-centred care, staff development and continuous improvement created a culture in which people were empowered to achieve exceptional outcomes and staff were enabled to perform at their very best. This demonstrated outstanding leadership.

The provider had created a highly inclusive and supportive culture where staff felt valued, respected and empowered to raise concerns, seek advice and share ideas without fear of criticism or negative consequences. Leaders actively promoted open communication and demonstrated a genuine commitment to listening to staff, responding to concerns and taking appropriate action. Staff consistently told us they felt comfortable speaking up and were confident their views would be heard and acted upon.

There was a strong culture of psychological safety across the service. Staff described managers as approachable, responsive and supportive, and told us they were encouraged to discuss both professional and personal challenges. One staff member said, "My manager is amazing, I can contact them anytime and discuss anything. Whether I need to vent or need support." This reflected the provider's person-centred approach to supporting staff wellbeing and ensuring employees felt able to seek help whenever required.

Staff told us they were actively encouraged to ask questions, challenge practice and raise concerns without fear of judgement. One care professional explained, "I am always scared I am asking silly questions, but [Manager] never makes me feel that way. [Manager] will escalate concerns if needed and always give me feedback. I am a better carer because of the support and guidance I receive." This demonstrated how leaders created an environment where staff felt safe to learn, reflect and develop their skills and confidence.

The provider recognised that speaking up was essential to maintaining safe, high-quality care. Staff gave examples of concerns they had raised regarding people's wellbeing, changes in risks and practice issues. They told us managers listened, acted promptly and provided feedback on actions taken. This meant staff understood the importance of their role in identifying risks and felt confident that raising concerns led to positive outcomes for people.

Leaders viewed feedback and challenge as opportunities for learning and improvement rather than criticism. Staff consistently described a culture of openness, transparency and mutual respect, where their opinions were valued and their contributions recognised. As a result, staff felt empowered to speak up, share ideas and escalate concerns, contributing to a positive workplace culture and the continuous improvement of care provided to people.

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. There was a clear focus on promoting equality and equity across the workforce. Staff were treated with dignity and respect and were provided with opportunities to develop and contribute regardless of their background, characteristics or personal circumstances. Leaders fostered an environment where inclusion was embedded within day-to-day practice and where diverse perspectives were encouraged and valued.

Staff consistently described the culture as positive, supportive and inclusive. All staff we spoke with reported a positive experience of working for the provider and felt they were treated fairly. They told us they felt respected by colleagues and leaders and were confident that any concerns relating to equality, diversity or inclusion would be taken seriously and addressed appropriately.

The provider's inclusive approach helped create a workforce that was engaged, motivated and reflective of the values it promoted. Staff felt valued for their individual contributions and were encouraged to bring their unique skills and experiences to their roles. This positive culture enabled staff to work collaboratively, support one another and deliver person-centred care that respected and celebrated diversity.

The provider had clear responsibilities, defined roles, robust systems of accountability and highly effective governance arrangements that supported the delivery of high-quality, sustainable care and support. Leaders demonstrated a comprehensive understanding of risk, performance and outcomes and used a range of governance systems to continually monitor quality, identify opportunities for improvement and drive positive outcomes for people.

Governance processes extended beyond compliance and were focused on achieving meaningful improvements in people's lives. Information gathered through audits, quality assurance visits, complaints, compliments, incidents, safeguarding concerns, reviews and feedback from people, relatives and professionals was regularly analysed to identify trends, evaluate the effectiveness of actions taken and inform service development. Leaders maintained clear oversight of the service and could demonstrate how governance systems had led to tangible improvements in safety, quality and people's experiences of care.

The registered manager demonstrated exceptional skill in workforce planning and succession development. They had invested significant time in developing and upskilling members of the office team to support key operational functions, ensuring knowledge and responsibility were shared across the service. This approach reduced reliance on individual staff members and helped ensure the service remained resilient and sustainable.

The registered manager had developed highly effective workforce planning arrangements and created advanced rotas that were consistently aligned to people's individual needs, preferences and outcomes. Staffing decisions were not based solely on availability but considered people's personalities, interests, goals and preferred ways of being supported. For example, staff with particular skills, experience or shared interests were intentionally matched with people who wished to develop new skills, pursue hobbies or participate in specific activities within their community. This personalised approach enabled people to build meaningful relationships with staff and achieve outcomes that were important to them.

Rotas were shared with both people and staff in advance, enabling individuals to plan their routines with confidence and predictability. People were able to arrange appointments, social engagements and activities knowing who would be supporting them. Staff told us this system improved continuity of care and enabled them to prepare effectively for visits, resulting in more personalised and responsive support.

Leaders had fostered a culture of continuous improvement, learning and innovation. Staff at all levels understood their roles and responsibilities and were encouraged to contribute ideas to improve the service. The registered manager maintained strong oversight while empowering staff to take ownership of their work, develop new skills and contribute to the ongoing success of the organisation. As a result, governance systems were embedded throughout the service and were understood as tools for improving people's experiences rather than simply monitoring compliance.

The provider's approach to governance, management and sustainability ensured people consistently received high-quality, person-centred care from a well-led and forward-thinking service. Leaders could clearly demonstrate how effective oversight, strong workforce planning and a commitment to continuous improvement had delivered positive outcomes for people while ensuring the long-term sustainability and resilience of the service.

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.

Feedback from professionals was overwhelmingly positive. We spoke with a specialist involved in supporting people at the service who praised the provider’s commitment to continually exploring holistic and progressive ways of supporting people. They told us the service consistently looked beyond routine care and actively sought opportunities to maximise people’s independence, wellbeing and participation in everyday life. Professionals described the provider as highly receptive to advice and keen to implement best practice, which ensured people benefited from the most effective approaches available.

The provider was committed to continuous learning, innovation and improvement. Leaders and staff were committed to finding creative and effective ways to improve people's experiences, outcomes and quality of life, which ensured support remained person-centred, responsive and ambitious.

There was a strong culture of learning throughout the organisation, with staff encouraged to reflect on practice, share knowledge and explore innovative approaches that could enhance people's independence, wellbeing and opportunities. Leaders actively sought to develop services in ways that promoted equality of experience and outcomes, which ensured people were supported to achieve their full potential regardless of their individual needs or circumstances.

The provider demonstrated a proactive approach to developing expertise in the specific health conditions of people they supported. Staff actively contributed to safe and effective practice through developing their knowledge and understanding of conditions such as Huntington's Disease and Down Syndrome. This enabled staff to better anticipate people's changing needs, adapt support appropriately and promote positive outcomes throughout different stages of their lives.

Leaders fostered an environment where learning was viewed as an opportunity to continually improve rather than simply maintain standards. Staff were encouraged to think creatively, challenge traditional approaches and identify new ways of supporting people to overcome barriers and achieve their goals. This culture of innovation helped ensure support remained flexible, individualised and focused on what mattered most to people.