The Spinnies

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

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 requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

This service scored 61 (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 based on transparency, equity, equality, human rights, diversity and inclusion, engagement, and an understanding of the needs of people and their communities. However, as evidenced throughout the Well‑led section, the previous management team had not consistently respected or upheld this vision and strategy. Leadership did not always model the organisation’s values, and this affected the culture within the service.

Despite this, staff told us they continued to believe in the organisation’s values and reflected these through the person‑centred care they delivered. One staff member said, “I would not still be here if I didn’t believe in the vision and the care we provide.” This demonstrated a committed workforce, even during a period of instability.

The interim manager and area manager acknowledged that time was needed to embed an open culture and rebuild trusting relationships with staff. However, they were able to evidence meaningful progress in a short period of time, demonstrating their commitment and determination to bring the service back in line with the provider’s shared direction and values.

Leaders had not always been capable, compassionate or inclusive, and had not consistently demonstrated an understanding of the context in which care, treatment and support were delivered. Prior to the interim manager taking oversight of The Spinnies, staff reported that leaders did not always embody the values of the organisation or promote a positive culture. Staff told us they had not received regular supervisions or team meetings, and communication and feedback had been poor for a prolonged period of time. This contributed to a lack of direction and support for the workforce.

The interim manager had been in post for eight weeks at the time of the assessment, and all staff we spoke with told us communication had significantly improved. They felt the interim manager was approachable, visible and committed to rebuilding trust within the team. The interim manager told us, “Staff have been through a lot and it’s important to take the time to listen to this experience, acknowledge it and learn from it.”

While early improvements were evident, further time was needed for these changes to become fully embedded and for leadership practices to consistently reflect capable, compassionate and inclusive values throughout the service.

The provider and interim manager had made improvements and fostered an environment where staff felt able to speak up and were now confident that their concerns would be acted upon. Under the previous management team, staff told us they did not feel their voices were heard. They gave examples of raising concerns about staffing levels and the safety of people’s support packages, yet no action was taken in response. This contributed to a culture where staff felt unable to raise issues openly or challenge unsafe or ineffective practice.

However, all staff we spoke with told us that since the interim manager and area manager had taken oversight of the home, they now felt more confident to raise concerns. Staff described a more open and responsive approach, where their feedback was listened to and early action was taken to address issues. Staff acknowledged that further time was needed for these improvements to become fully embedded and for them to consistently see the impact of their feedback reflected in practice. Staff gave clear examples of how the interim manager had acted on feedback about staffing levels, communication and support through methods such as regular supervisions.

The provider had made significant improvements to promote a consistently inclusive, equitable or supportive culture for staff. Many staff told us that previous staffing levels and a lack of support had negatively affected their wellbeing and their ability to feel valued within the workforce. Staff also described limited opportunities for feedback and a lack of regular supervisions, which contributed to them feeling unheard and unsupported.

However, since the recruitment of the interim manager, staff felt the provider had begun to place a stronger emphasis on valuing diversity within the workforce and working towards a more inclusive and fair culture. Staff reported that the interim manager had taken steps to improve equality and equity, including being more flexible and responsive to individual needs. One staff member told us the interim manager was accommodating when staff had childcare responsibilities or personal appointments, which made them feel more respected and understood.

The provider did not always have clear responsibilities, roles and systems of accountability to ensure effective governance. They did not consistently act on the best available information about risk, performance and outcomes, nor did they always share this information appropriately with others when required.

For example, one person had been supported to access the community without the required staff allocation, which placed them at risk. While this was an isolated incident, it demonstrated that not all staff were fully aware of their roles and responsibilities or the expectations of safe staffing.

Following this incident, the provider implemented an immediate action plan and additional monitoring systems to prevent a recurrence. However, further work was required to ensure governance processes were fully effective, consistently applied and sustainable in the longer term.

The provider worked in effective partnership with a range of professionals to ensure people with learning disabilities received the right support at the right time. People were supported by suitably skilled external professionals, including healthcare specialists and independent advocates, who told us the provider consistently acted in people’s best interests and maintained open, collaborative communication.

Professionals reported positive working relationships and told us staff had a strong understanding of people’s needs. One professional said, “Staff know and understand [Name] so well I have been able to reduce my input, which has been a great outcome for all involved.” This demonstrated the provider’s ability to work in a coordinated way that strengthened people’s independence and ensured care remained tailored and effective.

The provider did not always focus consistently on continuous learning, innovation and improvement across the organisation. Under the previous management structure, audits had repeatedly identified areas requiring improvement, including issues relating to staffing, lessons learned and the quality of care plans. These areas remained outstanding at the time of this assessment, indicating that previous actions had not been fully implemented or sustained.

However, the newly appointed interim manager demonstrated openness, transparency and a clear commitment to improvement. They had developed a detailed action plan to address the issues identified and had already begun to make meaningful changes. Feedback from staff and relatives confirmed they had noticed early improvements and felt confident that progress would continue under the new leadership.

While improvement was still required, the provider had begun to take the necessary steps to develop a culture of learning and continuous development.