71 Rowan Crescent

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 which staff understood and consistently applied in practice. Leaders promoted a culture based on communication, reflection and shared values, and staff were supported to work in line with the service’s ethos.

Staff said expectations were clear and that the organisation’s values were reinforced through regular discussions, training and supervision. Leaders encouraged staff to reflect on their practice and contribute ideas, which helped embed a consistent culture across the service.

Staff confirmed there was a shared direction and culture, and feedback highlighted that staff felt heard and that their views were considered. This supported positive outcomes for people using the service and contributed to a stable and motivated workforce.

The service was led by managers who demonstrated the skills, knowledge and integrity needed to lead effectively. Leaders understood the needs of the person using the service and the context in which care was delivered, and they acted with openness and professionalism.

Feedback from multidisciplinary professionals was very positive about the manager, indicating confidence in leadership and decision‑making. Staff were well supported through supervision, training and an open‑door approach, which helped them to deliver person‑centred care safely and compassionately. They gave good feedback about the manager and the service. One care worker told us “It is a very, very supportive organisation- it is like being part of a family. The manager addresses issues whenever they arise.” Leaders were approachable and visible, which helped build trust with staff and external partners. This created a positive environment where staff felt valued and supported in their roles.

The provider fostered a positive culture where staff felt able to raise concerns, share feedback and speak openly. Clear mechanisms were in place to support this, including an open‑door policy, regular meetings, supervision and feedback forms.

Staff told inspectors they felt confident speaking up and said their feedback was listened to and acted on. Leaders were visible within the service and regularly engaged with both staff and the person using the service, which helped to reinforce openness and trust. This approach supported early identification of issues and encouraged continuous improvement, contributing to safe and responsive care.

The provider valued diversity within its workforce and promoted an inclusive and respectful culture. Policies and procedures were in place to support equality, diversity and inclusion, and leaders demonstrated a commitment to fair treatment for all staff.

The manager gave examples of how the service had previously supported a young person who had used the service, ensuring their individual and cultural needs were fully met. This reflected an understanding of equality in practice and a willingness to adjust to meet individual needs. Staff were encouraged to treat everyone with respect, which supported a positive working environment and helped ensure equitable experiences for both staff and people using the service.

The provider had clear systems of governance and accountability in place to monitor quality, manage risks and support safe, sustainable care. Roles and responsibilities were defined, and leaders used policies, procedures and oversight arrangements to support effective management.

Care and performance were monitored through audits, reviews and electronic systems, which helped identify learning and improvements. The initial assessment feedback confirmed there were no issues in this area and that care was monitored to identify and embed required improvements. These systems supported consistent delivery of care and helped ensure risks were identified and managed appropriately.

The provider understood the importance of working in partnership to support positive outcomes. There was clear evidence of effective joint working with external professionals, including social workers and nurses.

Information was shared appropriately, and professionals gave good feedback about the service. This collaborative approach supported continuity of care and ensured that the person using the service received coordinated and well‑informed support. Strong partnership working helped the service respond effectively to changing needs and contributed to safe and person‑centred care.

The provider focused on learning and continuous improvement. Leaders used audits and electronic systems to review practice, identify risks and embed learning. Audits included medication, missing person and business continuity audits, which were tailored to the needs of the young person.

Learning from incidents was shared with staff through debriefs, reflective discussions and training. Staff demonstrated an understanding of incident reporting and learning processes, and one staff member said, “We always make sure we record and report anything that goes wrong”. This approach supported safe practice and helped ensure lessons learned were embedded into day‑to‑day care delivery.