Brandon Trust Supported Living - Hampshire

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 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 75 (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 service had a clear and shared sense of purpose, which was understood and embraced by staff at all levels. The organisation consistently prioritised the wellbeing of people living in supported accommodation, promoting a culture where kindness, respect, and person-centred care were central to everyday practice. This shared ethos contributed to consistent, high-quality support and reinforced staff commitment to achieving positive outcomes for each individual.

The provider had 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 did so with integrity, openness and honesty.

Leaders were visible, approachable, and demonstrated compassion in their interactions with both staff and people using the service. They fostered an inclusive environment where staff felt well supported, encouraged to share ideas, and confident to raise concerns without fear of reprisal. Leadership practices promoted continuous improvement and strengthened a culture where person‑centred care, dignity, and individual choice were central. Relatives and people spoke positively about leadership, with one saying, “We are all very pleased with what they achieve,” and another noting, “The manager facetimes me and visits the house when she’s not busy.”

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

Staff were encouraged to speak up about concerns or ideas and felt confident that any issues raised would be addressed appropriately. This open culture supported effective risk management, timely reporting of safety incidents, and meaningful learning from feedback. The provider’s approach reinforced transparency, accountability, and continuous improvement across the service. One staff member reflected this clearly, saying they would report any poor or unsafe practice immediately and follow safeguarding or whistleblowing procedures to ensure everyone remained safe.

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’s recruitment, training, supervision, and development processes were designed to ensure fairness and consistency, and to equip staff to meet the diverse needs of people living in supported accommodation. Staff were supported to understand different cultural, religious, and communication needs, enabling them to provide personalised and respectful care to all individuals.

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.

Regular audits and reviews were carried out to monitor quality, identify areas for development, and implement improvements effectively. Leaders planned strategically to ensure appropriate staffing levels, training provision, and resources were maintained so the service could continue to meet people’s needs as it grew. This proactive approach contributed to a stable service where people and staff felt reassured by the consistent application of high‑quality practices. Staff had easy access to up‑to‑date policies through the staff portal, supporting safe and compliant working. One staff member explained that they were notified whenever policies were updated and were required to read and acknowledge the changes to ensure they understood new guidance or expectations.

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.

The service worked collaboratively with local healthcare professionals, community groups, and families to provide coordinated and holistic support. Staff liaised effectively with GPs, district nurses, community mental health teams, and positive behaviour support teams to ensure timely interventions and continuity of care. People were supported to remain engaged with their communities, maintain social connections, and participate in meaningful activities, enhancing wellbeing and inclusion.

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.

The provider demonstrated a strong commitment to continuous learning and improvement, using feedback, audits, and incident reviews to shape practice and strengthen the quality of support. These processes were applied consistently, ensuring that learning translated into meaningful changes within the service. Staff were encouraged to contribute ideas and explore innovative approaches, including the use of digital care‑planning tools to enhance efficiency, accuracy, and outcomes for people. This proactive approach reinforced a culture of reflection, learning, and ongoing development across the service.