Transforming Support (Birmingham)

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 71 (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.

Staff understood the values and vision of the service and applied these in their day-to-day practice. Staff demonstrated commitment to supporting people to flourish, achieve their goals and enjoy fulfilling lives. This was reflected in the way support was delivered, promoting independence, choice and inclusion.

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.

Managers were accessible and actively engaged in the daily operation of the service. Staff reported feeling well supported and confident in approaching managers to raise concerns or seek advice when needed. Managers showed a strong commitment to their own professional development, keeping their knowledge aligned with current best practice and sector standards.

They demonstrated a clear understanding of CQC requirements and expectations, which was evident in the effective management and ongoing monitoring of the service.

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

A whistle blowing policy was in place, which staff understood and could access when needed. Staff demonstrated awareness of how to raise concerns appropriately and in line with procedures and said they felt confident they would be listened to if they raised any concerns. They described a positive and open culture where they felt safe and supported to speak up. One staff member commented, “I feel OK to raise my concerns, we work as a team. We have whistle blowing as well and confidentiality”.

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 stated they felt they were treated fairly and consistently across the service. They described the workplace as inclusive, where diversity was acknowledged, respected, and valued. Where necessary, reasonable adjustments had been implemented to support them in their roles. Managers had established policies to address a range of staff needs and ensured that information about local support services was available when required.

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 service had effective governance arrangements in place, supported by a range of regular audits to monitor quality and safety. However, improvements were needed in relation to care plan audits to ensure that all care plans were consistently updated with the most current information. While staff demonstrated strong knowledge of changes in people’s needs and care, it is important that care records accurately reflect this.

These concerns were discussed with the registered manager and regional director, who were receptive to the feedback and confirmed that they would strengthen audit processes to address this issue.

Information was managed securely and in accordance with GDPR requirements, ensuring confidentiality and the appropriate handling of sensitive data.

There were also business continuity plans in place, outlining clear procedures to respond effectively to emergencies and unexpected events.

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.

Managers and staff demonstrated effective partnership working with a range of health and social care agencies. Staff worked collaboratively with professionals such as GP's, social workers and specialist services to ensure people received coordinated and high-quality support. There were also links with local community services. This enabled people to access a variety of opportunities and resources that promoted independence, social inclusion and well-being.

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.

A strong culture of continuous improvement was demonstrated across the service, with both staff and managers proactively identifying ways to enhance the quality of support. Incidents, audits, and performance data were routinely reviewed, and clear actions were taken to support service development and achieve better outcomes for people. There were well-established opportunities for individuals using the service and their relatives to provide feedback, including through meetings and informal conversations. This feedback was recognised as valuable and was used to shape changes and drive improvements.

The provider collaborated with an accredited medicines training organisation, ensuring staff were equipped to safely handle and administer medication, minimise clinical errors, and fully comply with national regulatory standards. In addition, the provider engaged an external organisation to carry out mock inspections. Following these, structured action plans were implemented and monitored to embed and sustain improvements within the service.