Unique Community Services Leeds

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 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.

Feedback from staff about the service culture was positive. Staff told us they felt well supported by the management team. They described the culture as positive, and said staff meetings were well organised, enabling them to attend and contribute. One staff member told us, “Team meetings are monthly and well organised; communication is good.”

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.

We spoke with members of staff and the management team who talked passionately about their roles, expressing a strong commitment to making a difference in people’s lives and demonstrating the culture and values of the service. Throughout our assessment, the management team was open and honest, including about any challenges they faced. Staff told us they felt the management team had the skills, knowledge and capability to lead effectively. One staff member said, “Managers are great, really supportive and understanding.”

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

Staff spoke positively about the culture within the service and described open and supportive working relationships with both colleagues and the management team. People were encouraged to share their views and concerns, and staff told us they felt confident approaching management to discuss issues affecting the service. Policies and procedures were in place to support staff to raise concerns and speak up when required. The provider also had social stories, short, personalised narratives designed to help people with autism or learning disabilities, and easy‑read policies and documents in place to support people using the service to be able to speak up.

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 appropriate policies in place to promote equality, diversity and inclusion, and staff received training to support an inclusive and respectful culture. The management team spoke positively about valuing diversity and recognising the strengths, experiences and backgrounds that individuals bring to the workforce.

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 had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, care, and support. The management team told us they communicated risk, expectations and required improvements with staff during staff meetings. The management team understood their responsibilities in assuring good quality care through their governance processes and had clear oversight of the service.

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 provider worked effectively with external professionals to provide joined-up care that addressed people's health, wellbeing, and wider life goals. Staff and the management team clearly understood the network of stakeholders involved and knew how to reach out for specialist support when needed. The management team collaborated well with people, their families, and team members to build a culture where people can live fulfilling lives while managing risks safely. Additionally, the provider actively helped people connect with and take part in their local communities.

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 management team consistently audited care records, analysed incident trends and thoroughly investigated complaints. This strong governance highlighted a deep commitment to continuous improvement, with valuable lessons actively shared across the staff team. Staff confirmed this collaborative approach, and told us, "Everything we bring to management is addressed." They also explained to us that team meetings and one-on-one discussions were regularly used to share key learnings and professional growth.