Local Solutions Liverpool Branch

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 inspection since the provider changed registered address. Their rating at the last inspection was requires improvement. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

At the last inspection the provider was in breach of legal regulation in relation to the governance of the service. At this inspection improvements had been made and the provider was no longer in breach of regulation.

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. There was a clear vision and set of values that prioritised safe, compassionate, and responsive care. Staff understood the importance of promoting independence and dignity, and this was reflected in their day-to-day practice. One staff member said, “I’m proud of being able to help keep service users in their own environment, knowing that I’ve made a difference.”

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. Leaders were visible, approachable, and supportive. Staff spoke positively about their managers, describing them as responsive and fair. One staff member told us, “Our managers support us by providing regular and new training and are always available for one-to-one or team meetings.” Another said, “I’ve worked for other companies, and I always rate Local Solutions as the best I’ve ever worked for.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt confident raising concerns and knew how to report issues. They understood safeguarding procedures and the importance of protecting people from harm. The provider had clear whistleblowing and complaints policies in place, and staff were aware of how to use them. One staff member said, “Safeguarding is protecting a person’s health and wellbeing, making sure they do not suffer harm, abuse, or neglect.” The staff member also went on to say they would feel supported to raise this with the managers.

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 promoted an inclusive working environment. Staff felt respected and valued, and there was a focus on recruiting a diverse 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. Leaders monitored key performance indicators such as safeguarding, complaints, and care plan reviews. Medicines audits and spot checks were carried out regularly, and actions were taken where concerns were identified. Some areas required further scrutiny to ensure they highlighted any inconsistencies in care planning, such as what we identified during our inspection. However, the provider demonstrated a commitment to maintaining high standards of care and actioned any of our feedback promptly.

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 well with external professionals, including district nurses, occupational therapists, and mental health teams. Staff supported people to maintain relationships with family and access community activities where possible.

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 provider had a strong focus on learning and improvement. Lessons learned from incidents were shared with staff, and training was updated accordingly. For example, following medication errors, staff received refresher training and care plans were reviewed to improve clarity. Staff were encouraged to reflect on their practice and contribute to service development.