Maximus Support Services Ltd

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 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 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 93 (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 demonstrated a strong, shared purpose and culture that was clearly embedded across the service. Leaders promoted values that placed people at the heart of care delivery, and this was consistently reflected in staff practice and the experiences of people using the service. There was a clear focus on compassion, dignity, independence and achieving meaningful outcomes for people.

External professionals consistently described the service as genuinely person centred, with one social worker telling us, “Maximus are person centred, creative and clearly have passion for the work they do.” Another professional explained that the service built strong relationships with both people and partner agencies, highlighting that the provider’s values were evident not just in stated aims, but in day‑to‑day practice.

The provider’s model of care was aligned with current best practice guidance, including right support, right care, right culture. This meant people were supported in ways that maximised choice, control and independence; care was person‑centred and promoted dignity, privacy and human rights; and the culture of the service enabled people to live confident, inclusive and empowered lives.

This strong alignment between leadership vision, staff behaviours and people’s experiences showed a shared commitment to delivering high‑quality, person‑led care that exceeded expected standards.

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.

Leaders within the service were highly visible, hands‑on and demonstrated a strong understanding of the people they supported. Managers knew people well, including their histories, preferences and current needs, and this was reflected in the consistency and responsiveness of care delivered. Leaders were actively involved in some day‑to‑day support, which helped ensure care remained person‑centred rather than task‑focused.

Staff described leaders as approachable, supportive and compassionate. They told us managers were available to offer guidance, emotional support and practical help, particularly during or following challenging situations. Evidence showed leaders took staff wellbeing seriously, including providing debriefs after incidents and adjusting staffing arrangements where needed, creating a culture where staff felt listened to and supported rather than blamed.

External professionals consistently praised the leadership team, describing them as knowledgeable, dependable and responsive. Professionals highlighted that managers led by example, were directly involved in care delivery, and maintained oversight of complex situations to ensure people’s needs were met safely and compassionately. This visible, values‑driven leadership ensured people experienced consistent, respectful and high‑quality care and exceeded standards for similar services. For example, one social care professional told us, “The management team invested considerable time in supporting the resolution of underlying issues, working alongside professionals and helping people access the correct support. This went beyond what would normally be expected and had a clear (positive) impact.”

The provider was exceptional at fostering a positive culture where people knew they could speak up, raise concerns or suggestions and their voice would be heard. Leaders were highly visible and approachable, and feedback highlighted that concerns were welcomed and acted upon promptly and transparently. There was regular engagement with people and their representatives and a strong focus on supporting people to thrive, develop skills, have new experiences and live the life they choose. Leaders ensured people knew their rights and discussed these informally when they visited people on a regular basis and formally in reviews. This supported people to make choices and decisions and helped ensure action when required was taken on people’s behalf.

Professionals described open and professional communication with management, noting that leaders responded positively to feedback and suggestions. One professional explained that managers ensured “all parties are included when concerns arise,” demonstrating transparency and openness. Families also described trusting relationships with managers and confidence that issues would be addressed quickly. This demonstrated an embedded culture of openness and accountability that exceeded expected standards.

The provider promoted equality, diversity and inclusion through person‑centred care and respectful practice. People were treated fairly and with dignity regardless of complexity, background or circumstances. There was no evidence of discrimination, and individual communication needs and preferences were recognised and supported.

Staff described positive experiences of working for the provider and reported feeling respected, supported and included. Feedback from the staff survey showed a strong sense of belonging and shared purpose, with one staff member explaining, “What I enjoy most about working for Maximus is the strong sense of purpose and the opportunity to make a real difference in people’s lives.” Staff also highlighted the provider’s open and supportive culture, noting the “open‑door policy which helps in supporting staff when there is a need,” and the way values were embedded into everyday practice.

The provider had clear governance and management arrangements in place to support safe, effective and sustainable service delivery. Roles and responsibilities were understood, and managers maintained oversight of day‑to‑day operations. Professionals described a well‑structured service with managers who were visible and involved in practice.

Feedback confirmed there was a stable management presence, with one professional noting a “good management structure ensuring a well‑led service.” Leaders were approachable and responsive, enabling timely decision‑making when issues arose. Governance systems supported consistent care delivery and provided a good foundation for ongoing service stability.

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 provider worked well in partnership with a wide range of external professionals and community organisations to support positive outcomes for people. Professionals consistently described good communication, collaborative working and a willingness from the service to engage constructively to meet people’s needs. This included regular liaison with social workers, health professionals, advocacy services, crisis teams and other partner agencies.

External professionals highlighted the provider’s openness to partnership working and the benefits this brought for people. One professional commented that “partnership working is essential… and Maximus’ openness to working collaboratively with ourselves has been amazing,” noting this contributed to more stable, values‑led support for people. Professionals also described the management team as approachable and adaptable, with “good communication with other professionals” and effective joint working during periods of increased risk or crisis to support people safely.

The provider demonstrated links with local employment, training and community services, supporting people to access meaningful opportunities and remain connected to their local communities. This collaborative approach ensured care was coordinated, responsive and focused on achieving the best outcomes for people.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 an exceptional commitment to learning, reflection and continuous improvement. Leaders actively sought feedback from people, families, staff and external professionals and used this constructively to improve practice. Learning from concerns, incidents and professional advice was evident and translated into clear actions.

External professionals spoke positively about the provider’s openness to learning, with one commenting, “Management appears to be reflective and open to advice and guidance. I feel as though they listen to concerns and keep me updated and involved with any progress required.” Another professional explained that when guidance or recommendations were shared, these were taken seriously and “implemented in practice,” showing learning was embedded rather than superficial.

This strong learning culture supported innovation and service development and went beyond expected good practice.