Stonewood Complex Care

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 a very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Managers demonstrated a strong and cohesive culture that reflected the provider’s vision, values and strategic direction. Staff understood and embraced this culture and were clear about their roles and responsibilities. Staff told us the provider’s values were evident in day‑to‑day practice and guided how care was delivered.

External professionals spoke positively about the leadership and management of the service. One professional told us, “Their management team is excellent— accessible, responsive, and proactive in addressing any needs or concerns. They are also very flexible, consistently accommodating changes and ensuring that care is tailored to the individual needs of clients. My experience with Stonewood Complex Care has been extremely positive. They support a number of our clients, and the feedback we receive is consistently very positive. I have full confidence in the quality and reliability of their services.”

Staff told us they felt confident and comfortable seeking advice from registered nurses and managers. They described managers as approachable, caring, responsive and supportive. Staff said managers were readily available and provided timely guidance when needed. This support helped staff deliver safe and effective care.

Staff told us managers listened to concerns, suggestions and ideas for improvement. They said managers acted on feedback and supported changes to working practices when this improved outcomes for people. Staff felt their views were valued and that they could contribute meaningfully to the development of the service.

Managers demonstrated a strong understanding of the needs of the people supported and the service’s growth and development. They recognised the importance of maintaining high standards of care during expansion. Managers recruited additional staff in advance to ensure quality and safety remained consistent as the service grew.

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.

Managers ensured staff were prepared for their roles through a robust induction programme aligned with the Care Certificate. Managers tailored each induction to reflect the needs of the person being supported and the staff member’s previous experience and learning pace. Training covered a wide range of topics and included in‑house training delivered by qualified and experienced nurses, alongside external specialist training where required. Staff completed structured shadowing until managers assessed them as competent. Managers prioritised ongoing development through regular supervision, competency assessments, refresher training and updates.

The provider supported staff through 24‑hour on‑call advice, an open‑door culture, regular supervision, staff surveys and frequent informal check‑ins. Staff and managers used an in‑house application to share real‑time information, and office staff maintained proactive contact to provide guidance and support.

Staff spoke positively about the culture within the organisation. One staff member told us, “I feel extremely proud to work here. This is not just a job, it’s a family who care about everybody who works here and everyone we look after. The values and culture here is really special”.

Safeguarding practice was embedded across the service. All staff completed safeguarding training relevant to domiciliary care and understood how to recognise and report concerns. Managers had effective lone‑working arrangements in place, supported by clear care plans, guidance and risk assessments.

Managers ensured safe staffing through thorough recruitment checks and careful matching of carers to people. People made the final decisions about who provided their care. Managers also planned rotas effectively and completed environmental risk assessments.

Managers demonstrated a strong commitment to equality, diversity and human rights. Their proactive, supportive and values‑driven approach ensured the workforce remained skilled, confident and motivated. This enabled people to receive consistently good, person‑centred care in their own homes.

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

Staff received training on whistleblowing and the provider had an up‑to‑date whistleblowing policy in place. Staff confirmed they understood the policy and knew how to use it. The provider did not hold team meetings for community‑based staff. However, no staff raised this as a concern. Managers obtained staff views through regular supervision, ongoing communication and appraisals. Staff told us they felt confident to raise concerns and identified several channels available to do this. They also understood how to escalate concerns where necessary.

The provider had appointed two Freedom to Speak Up Guardians. Staff could speak privately with these individuals if they wished. Managers also identified office staff with strong empathetic skills and used these strengths to promote open dialogue and engagement with staff, people and families.

The office environment observed was vibrant and dynamic. Office staff told us they felt empowered to share their views and said managers welcomed respectful challenge as a way to explore and improve practice. One leader told us, “There is a no blame culture in the office, so people are not afraid to come forward when mistakes are made. They are opportunities to learn and see how processes could be made better.” A staff member supported this view and told us, “I’ve never had any concern approaching manager for support and advice, even when it has been my mistake.”

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.

The provider had the necessary policies in place to support equality, diversity and inclusion. All staff received training on these principles.

Managers understood the importance of an inclusive and fair working environment. Managers used private, face‑to‑face discussions during the recruitment process to encourage open dialogue and gain a better understanding of individual needs. This enabled managers to identify where additional support or reasonable adjustments were required and to put appropriate arrangements in place. Managers provided staff with flexibility in rotas to accommodate religious holidays and gave due consideration to religious and cultural needs for both staff and people supported.

Staff told us they felt supported by the provider. One staff member told us, “There have been times where I have just needed a break and they have been really really good with me.”

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 maintained effective oversight of the service. The provider used electronic systems to complete audits and quality‑monitoring activities. These audits identified areas within care records and medicines documentation where further improvement was required, and managers had taken action to address these.

Safeguarding logs were maintained and there were processes in place to ensure concerns were responded to promptly and effectively. Managers monitored outcomes and shared learning from incidents. One statutory notification had not been submitted to the CQC at the time of the incident and was submitted retrospectively. Managers had taken all other appropriate actions and provided assurance that future notifications would be submitted promptly and before the conclusion of investigations.

The service was expanding and managers recognised the need to strengthen and further develop existing governance systems. Managers had recruited a Head of Governance and Care Quality Manager. This role had supported the identification and implementation of areas for further development, service improvement and improved information‑sharing with partner agencies.

Managers revised training for all staff to ensure they understood the importance of governance, safeguarding and quality‑monitoring responsibilities.

Audit findings were regularly to identify themes and trends. Managers demonstrated a focus on understanding areas where they could strengthen assurance and improve their oversight of the service.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The service worked closely with a wide range of professionals involved in people’s care, including specialist community health services, hospitals, therapists, care coordinators, social workers and commissioners. Leaders actively promoted effective and timely communication across agencies. This ensured care was well coordinated and responsive to people’s needs and led to positive outcomes. For example, one young person experienced a significant reduction in hospital admissions due to this approach. Staff were trained to monitor for early signs of illness and promptly escalated concerns to partner agencies, which resulted in timely interventions and treatments that prevented hospitalisation.

People were engaged in a meaningful, inclusive and sustained way. Leaders ensured risk assessments considered both individual risks and the wider impact on families and those important to people. The service clearly identified how families could be supported and involved appropriately. This helped families feel informed, valued and confident in the care being provided and supported people to remain safely cared for within the community. One relative told us, “We love Stonewood. I genuinely can’t think of anything they could do better. The manager wants to give the best service possible. We work symbiotically; it feels like an easy and supportive package of care, even though we know how complex it is.”

The provider also worked proactively with local community groups, faith organisations and cultural networks. This ensured people’s social connections, cultural identities, religious beliefs and spiritual practices were fully understood and respected. Care was planned and delivered in a culturally sensitive way that reflected people’s values and beliefs. This promoted dignity, strengthened people’s trust in the service and positively impacted their emotional wellbeing and sense of inclusion.

The provider maintained exceptionally strong links with specialist services and used these partnerships to support continuous learning and development. Staff accessed additional training and shadowing opportunities, which ensured their knowledge and skills remained current and evidence‑based. This strengthened staff confidence and competence and directly improved the quality and safety of care people received.

As the service expanded, leaders proactively reviewed and updated policies and procedures to ensure governance arrangements remained effective and proportionate. Managers also introduced plans for volunteering days to further strengthen relationships with community groups, charities and local services. This demonstrated a forward‑thinking and community‑focused approach and further enhanced social inclusion and wellbeing for people using the service.

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.

When accidents or incidents occurred, the provider used appropriate systems to record them. Leaders investigated incidents to understand what had happened and implemented actions, practices and systems to reduce the risk of reoccurrence. Leaders updated care plans and risk assessments promptly following incidents. People received feedback about incidents, and leaders shared learning with staff to support continuous improvement.