Charnwood House

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 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 established a clear and compelling shared vision, strategy and culture that was understood and embraced by leaders, staff, people and relatives. This vision was rooted in transparency, equity, equality and human rights, and underpinned by a strong commitment to diversity, inclusion and meaningful engagement. Leaders demonstrated an exceptional understanding of the challenges faced by people and their communities, and this shaped every aspect of how care and support were delivered.

Staff consistently told us they were united by a shared purpose: to promote people’s independence, remove barriers, and minimise restrictions so individuals could live full, active and meaningful lives. This shared direction was not simply aspirational, it was evident in daily practice, decision‑making and the way staff spoke about the people they supported. Staff described feeling empowered to uphold the organisation’s values and to champion people’s rights, choices and autonomy.

The culture across the service was one of positivity, ambition and collective responsibility. Staff demonstrated a deep understanding of the provider’s values and were proud to work in an environment where inclusion, respect and person‑centred care were non‑negotiable. This strong, shared culture ensured people consistently experienced care that was enabling, personalised and aligned with their goals and aspirations.

Leaders at every level demonstrated exceptional capability, compassion and inclusivity. They had a deep understanding of the context in which care and support were delivered and consistently embodied the organisation’s values. Leaders were highly skilled, knowledgeable and credible, and they modelled integrity, openness and honesty in all aspects of their work. This created a culture where staff felt safe, respected and empowered.

Staff consistently described leadership as exceptionally supportive and visible. They told us leaders were approachable at any time and genuinely invested in their wellbeing. Comments included, “The registered manager is excellent, I feel valued and respected. I can talk to them anytime, even at night,” and “Most people describe an open‑door policy, but managers here go further than anywhere I have worked before, here there is no door. I know I can get support with anything, anytime, and there is no stupid question.” This reflected a culture where psychological safety was firmly embedded.

Relatives also spoke highly of the leadership team, describing them as accessible, compassionate and deeply committed to ensuring the service was well managed. Feedback included, “[Manager] is lovely. The home is well managed,” “[Manager] is wonderful,” and “All management are lovely, very approachable. I was a bit nervous coming here, but it’s more like a family than coming to work.” People and relatives consistently told us they felt confident in the leadership and reassured by their presence.

Leadership was further strengthened by the involvement of an area manager who visited regularly and had built trusted, meaningful relationships with people and staff. Observations during the assessment showed people knew the area manager well and engaged with them warmly. This meant that oversight, audits, reviews and support were not generic but truly bespoke, reflecting a deep understanding of the service, its people and its staff team.

Overall, leaders demonstrated exceptional compassion, capability and inclusivity, creating a culture where staff thrived, people felt safe and valued, and high‑quality, person‑centred care was consistently delivered.

The provider fostered a positive culture where people knew they could speak up and their voice would be heard. Staff told us they felt confident to raise any concerns if they had any, they were also confident concerns would be addressed promptly. Staff understood how to escalate concerns further if this was required. People were supported by a key worker who know them well to ensure they could give feedback with their preferred communication method. Easy read information was available to empower people to have the freedom to speak up and prompt staff to ensure this was regularly reviewed and discussed with people.

The provider had created an exceptionally inclusive and respectful culture where equality, diversity and inclusion were deeply embedded in everyday practice. Diversity within the workforce was actively valued, and leaders promoted an environment where staff felt confident and supported to bring their authentic selves to work. Staff consistently told us they felt respected, valued and included, and this was reflected in the provider’s national recognition as a Great Place to Work, with particular commendation for their commitment to gender equality, inclusion, staff development, and health and wellbeing.

The provider’s approach to equality, diversity and inclusion went beyond compliance and demonstrated a clear commitment to continuous improvement. Their training academy offered all staff equal access to high‑quality development opportunities, including specialist programmes in leadership, operational practice, and bespoke care. Staff were encouraged to pursue training that reflected both their professional aspirations and personal identity, ensuring equitable access to progression and skill‑building.

At Charnwood House, leaders had built on this organisational commitment by nurturing a culture where staff inspired and supported one another. Staff described feeling empowered to grow, contribute ideas, and act as positive role models for colleagues. The provider also celebrated staff achievements in meaningful ways. The ‘Every Moment Award’ enabled staff to recognise peers who made a positive difference through compassionate, person‑centred practice and by sharing their authentic experiences. This reinforced a culture of appreciation and inclusivity at every level of the organisation.

Overall, the provider demonstrated exceptional leadership in promoting equality, diversity and inclusion, with clear evidence of impact on staff wellbeing, team culture, and the quality of care delivered.

We found governance and leadership at the service to be exemplary. The provider had established clear responsibilities, well‑defined roles and highly effective systems of accountability. These strong governance arrangements enabled leaders to consistently deliver high‑quality, safe and sustainable care for people with complex mental health needs and learning disabilities.

Leaders acted on the best available information about risk, performance and outcomes. They used a comprehensive range of audits, reviews and monitoring tools to maintain excellent oversight of the service. Information was analysed promptly and shared securely with staff and external professionals when appropriate, ensuring decisions were well‑informed and coordinated.

The registered manager demonstrated exceptional skill in workforce planning. They created advance rotas that were consistently aligned to people’s individual needs. For example, staff with strong communication skills were intentionally matched with people who used Makaton or relied on visual communication. Rotas were shared with people and staff in advance, enabling individuals to plan their routines and engage in meaningful activities with confidence and predictability.

The manager showed excellent foresight in planning for the long‑term sustainability of the service. They monitored workforce needs closely, invested in staff development and maintained a stable, skilled and motivated team. Staff spoke highly of the manager, describing them as approachable, knowledgeable and deeply committed to delivering high‑quality care. This leadership style created a positive, open culture where staff felt valued and supported, and where people consistently experienced excellent outcomes.

We saw strong evidence of effective partnership working. The registered manager collaborated closely with external professionals and consistently championed people’s aims, rights and goals. Where necessary, they were confident in professionally challenging external opinions to ensure people received the most appropriate and least restrictive support. This advocacy helped remove barriers to care and ensured people’s voices remained central to all decisions.

Overall, the governance and management of the service were outstanding. The manager’s proactive approach, strong oversight and unwavering commitment to continuous improvement ensured the service remained safe, effective and sustainable, with people benefiting from consistently high‑quality, person‑centred support.

Charnwood House had built exceptionally strong and effective partnerships with health and community professionals, resulting in life‑changing outcomes for the people they support. External professionals consistently described the service as a model of excellence, highlighting the team’s skilled, person‑centred approach and their commitment to positive risk‑taking that enabled people to thrive.

A senior mental health professional told us the service had ‘transformed’ the life of one person with highly complex needs. They explained that, without the manager’s leadership and the staff team’s unwavering belief in the person’s potential, they would “almost certainly have been institutionalised by now”. Instead, the service worked collaboratively with mental health teams, social care, and community partners to develop a personalised, creative support plan that promoted independence, emotional stability, and meaningful engagement in the community.

Professionals praised the team’s ability to think beyond traditional approaches, describing their practice as ‘innovative, courageous and deeply respectful of the person’s rights’. They highlighted how staff shared learning openly, adapted strategies quickly, and used reflective practice to ensure people received consistent, high‑quality support. This collaborative approach meant all partners had a shared understanding of the person’s needs, triggers, strengths, and aspirations.

One mental health specialist told us, “After a long career and experience with numerous homes during this time, this is the only service I would ever consider placing my own relative with.” They emphasised the team’s exceptional communication, their willingness to work in true partnership, and their ability to balance safety with autonomy in a way that empowered the person rather than restricted them.

The service’s strong community links ensure people are not isolated or excluded. Staff worked proactively with local organisations, health professionals, and community groups to create opportunities that enriched people’s lives. These partnerships were built on mutual respect, transparency, and a shared commitment to achieving the best possible outcomes.

As a result, people experienced outstanding continuity of care, meaningful community inclusion, and support that was both safe and liberating. The service’s partnership‑driven, rights‑based approach ensured people are able to live full, connected lives within their community, supported by a team and network that truly believed in them.

The service demonstrated an exceptional commitment to learning, improvement and innovation, with a deeply embedded culture where staff continuously reflected, adapted and enhanced the personalised care they provided. Learning was not viewed as a one‑off activity but as an ongoing cycle of improvement that directly benefits people living at Charnwood House.

Comprehensive audits were undertaken routinely and were far more than compliance exercises. Leaders used them to identify patterns, highlight strengths, and pinpoint areas where people’s personalised care could be further enhanced. These audits covered communication plans, PBS strategies, sensory support approaches, health and wellbeing care plans and daily support records. Findings were translated into clear, achievable action plans that are co‑owned by managers and staff. Progress was monitored closely, and actions are evaluated to ensure they had led to meaningful improvements in people’s experiences and outcomes.

Staff were highly engaged in this process. They contributed to reflective discussions, shared insights from their day‑to‑day practice, and creative ideas that supported people in innovative ways. When a new personalised care method proved effective, such as a bespoke sensory routine, a visual decision‑making tool, or a new communication aid, this learning was shared across the team through handovers, team meetings, and peer‑to‑peer coaching. This ensured people receive consistent, high‑quality support regardless of who was on shift.

The service actively encouraged ‘out‑of‑the‑box’ thinking. Staff were empowered to trial new approaches when they believed it would enhance a person’s independence, reduce anxiety, or improve engagement. These ideas were reviewed collaboratively, and successful innovations were incorporated into support plans and embedded into everyday practice. For example, staff recently developed a personalised “high energy focused” care plan and staffing requirement for one person based on sensory observations and feedback from multiple team members. This significantly improved the person’s emotional regulation and has since been adapted for others with similar needs.

Leaders championed a learning culture where staff felt safe to question, reflect and improve. They ensured that lessons from audits, incidents, compliments, and external best practice were shared openly and constructively. Staff described feeling valued and supported to develop their skills, which strengthened their confidence and led to consistently high‑quality, personalised care.

As a result of this strong learning and improvement ethos, people experienced exceptionally consistent, creative and person‑centred support. The service continually evolves, ensuring that care remains innovative, responsive and firmly aligned with what matters most to each individual.