Listonshiels

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 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 79 (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.

The provider’s vision and values were clearly understood and implemented by staff. The registered manager promoted an open and positive culture.

Staff spoke passionately about their role and demonstrated commitment in delivering high quality care and good outcomes for people. One staff member told us, “I just love this place and everyone in it, they're a really good [staff team] and we all respect each other. I just love working here. It's not the money, it's the people we support…getting a hug from [person] means everything.”

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

Leadership within the service was exceptionally compassionate, inclusive, and strongly focused on person-centred care. The registered manager and deputy manager were highly visible, approachable, and responsive, consistently leading by example and working alongside the staff team. They demonstrated a comprehensive understanding of both the service and the individuals they supported, alongside a clear commitment to delivering high-quality, person-centred care. Their passion and leadership fostered consistently positive experiences and outcomes for both people using the service and staff.

People were not able to provide us with detailed verbal feedback about their care, however 1 person showed us round their apartment and told us they liked living there and had decorated it with their relative. Another person took great pleasure showing us their apartment, pointing out the things they had chosen and liked. Our observations showed people had strong trusting relationships with their staff.

Relatives, staff and professionals provided overwhelmingly positive feedback about the management and staff, praising their commitment to providing consistently high-quality person-centred care that drove forward positive outcomes for people. One relative said, “Management and staff are very good, take all concerns and suggestions seriously. Things were horrific before [person] came here. There’s nothing to improve, he is happy here and that's all I want.” Feedback from another relative stated, “Absolutely perfect care staff and management. Absolutely fantastic. Thank you for dedication shown by all.”

One professional told us, “Staff members are warm, friendly, approachable and are happy to help. Management team also make time to meet with me. When in discussion with them about key areas for support I can see they are very passionate and knowledgeable about the people they support. When sharing ideas, the management team use their knowledge of people to think outside the box for strategies and possible solutions.”

Staff said they were proud to work at the service and felt supported, valued and empowered in their roles, which contributed to a motivated and confident workforce.

Comments included, “Leadership and teamwork is very good. The managers are the best people, I ask a lot of questions and they always make time for me, always listen”; “Managers have an open door policy. They’re very approachable, open minded and very responsive. [Registered manager] is fantastic. Always does everything she can to help us” and “Management are very open and approachable. They encourage and welcome ideas and give us a lot of support.”

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

The service had a positive and open culture where speaking up was promoted and encouraged. Staff were empowered to drive improvement, and encouraged to raise suggestions, ideas and concerns in the knowledge that these would be listened to and acted on.

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.

Staff received training in equality, diversity and inclusion. The provider employed a diverse workforce from varying backgrounds and cultures. Staff felt they were treated equally and spoke positively about their role and employment. Managers promoted staff wellbeing by providing personalised support, such as making reasonable adjustments, enabling flexible working, ensuring adequate rest and providing a positive work environment. This impacted positively on the care provided to people. One staff member said, “This is a really inclusive place to work. Everyone is treated with respect, there’s no discrimination, we all work together as one team. They adjusted my start time on Fridays to support flexible working, which I really appreciate.”

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 provider demonstrated robust and effective governance arrangements to ensure high-quality service delivery and continuous improvement. Comprehensive quality assurance systems were in place to monitor performance, identify areas for development, and drive improvement.

Audit findings were systematically incorporated into the service improvement plan, which clearly outlined required actions, allocated responsibilities, and included processes to monitor progress and ensure timely completion. This enabled clear oversight and accountability across the service.

Regular monthly meetings with registered managers supported a consistent and coordinated organisational approach. These forums were used to review themes, trends, and patterns, identify learning opportunities, and share good practice. This collaborative approach strengthened oversight and supported continuous quality improvement across the organisation.

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.

Working in partnership and collaboration was embedded at every level in the service. The management took a pro-active lead, working in partnership with other professionals and agencies, to ensure people were involved and at the centre of discussions and decisions about their care and support. Professional advice was accessed promptly ensuring people received the right help at the right time.

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.There was a culture of learning, openness and continuous improvement at service and provider level.

The provider and management team were committed to continuous learning and improvement through ongoing monitoring to measure the outcomes and impact of the service provided. Systems and processes were in place to learn from events when things went wrong, and the registered manager worked in collaboration with other professionals and agencies to ensure positive outcomes and an improved quality of life for people.