The Light House

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.

At our last inspection we rated this key question requires improvement. At this assessment the rating changed to remained 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 82 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service had a very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

There was a positive culture in the service. In the services annual quality report people were asked what The Light House meant to them and they described it as a place to,‘Rebuild lives, regain skills and achieve happiness.’ There was a strong emphasis on it being people’s home and that staff were ‘guests’. One person told us, “Honestly I love it, there is nowhere else I would rather be.” A relative commented, “The atmosphere in the home is so light, welcoming and relaxed.”

Staff embodied the aims of the service. One staff member told us, “Our aim is enable people to be independent, to be happy and continue on with their lives in a positive way. I’m really proud to see the difference in [name of person], they are more happy and relaxed, it’s beautiful to see progress. They talk about their past positively now rather than focusing on negative, I’m so proud of what we have achieved. We really care about people.”

Staff were positive about their work and morale was very good. One staff member told us, “I absolutely love my job. How well people are taken care of and how happy they all are. I’m so happy to be here morale is good.” Another staff member commented, “The people are lovely, the staff are lovely, I can’t pinpoint favourite thing, I enjoy it. It’s a really nice place to work.”

Leaders monitored culture through visibility, team meetings and supervision, creating an environment where staff felt valued and people felt safe.

The registered manager was exceptionally passionate about delivering high standards and compassionate care which empowered people and was person centred. The registered manager and staff team embodied the culture and values of the organisation.

Staff consistently described the registered manager as supportive, patient and committed to both staff and people. One staff member told us, “[Name of registered manager] is an amazing manager, patient, always has time for us. You can approach them. [Name of registered manager] invests a lot into the staff and I really appreciate the time they spend with us.” Another staff member commented, “Probably the best manager I have had, very approachable empathic, caring, they are very understanding, very caring. [Name of registered manager] tries their best for every staff member and person we support.”

People said they could speak to the manager when needed and valued how staff supported their goals, such as undertaking courses or moving towards independence. One person told us, “The manager is really good and there is not 1 member of staff I couldn't speak to.” A relative commented, “They are a very good manager, they know her stuff, listens, they are very caring, as is [name of deputy manager]. You know it’s being run properly.

The registered manager had won an award for ‘Excellence’ at the providers internal awards system. The nomination stated the registered manager had, “Demonstrated commitment to improve the overall quality of the service. Alongside leading the team to improve and enhance the quality of the lives of the people living at the service.”

Leaders promoted equality and inclusion and demonstrated integrity in decision-making. The registered manager felt well supported by the provider.

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

The provider had systems to support openness, and staff felt confident raising concerns. Staff understood whistleblowing and safeguarding processes and said issues would be acted upon promptly. People also felt able to express worries during meetings or directly to staff, and leaders reviewed and followed up feedback. Staff told us the open culture helped prevent concerns from escalating.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

The provider promoted equality and inclusion within the workforce. Staff said they were treated fairly and supported with flexible working, health needs or cultural considerations. Training in equality, diversity and human rights was part of core development, and team activities encouraged mutual understanding. Leaders considered staff wellbeing in supervisions and informal check‑ins, and staff felt valued and respected within a diverse team.

The service 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.

There were effective systems to monitor quality and safety. Audits covered areas such as medicines, health and safety and care planning, with actions recorded and followed up. Incident reporting and the providers online system supported oversight of trends and risks. Care plans and risk assessments were updated regularly, and staff communicated well through handovers and meetings.

The service understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The service worked well with external professionals. Professionals reported good communication and collaborative working. People were supported to engage with their community through volunteering, shopping, activities and family visits. Staff helped people maintain relationships through phone calls, travel and regular reviews. Leaders also engaged with commissioners and safeguarding teams to ensure coordinated support.

The service 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 contribute to safe, effective practice and research.

The provider had processes to support learning and continuous improvement. Incident reviews and lessons‑learned discussions informed changes to practice, such as improved medicines processes. Quality audits, supervision and team meetings helped leaders identify areas for development. Staff said organisational learning was shared openly and that leaders welcomed new ideas. People were involved in service improvements through meetings, questionnaires and individual reviews, and staff had access to specialist training that strengthened practice.