Cura Care

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 was the first inspection 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 79 (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 strong shared vision, strategy and culture, which was clearly understood and consistently demonstrated by leaders and staff across the service. The management team promoted a values‑driven, person‑centred culture focused on rehabilitation, independence and positive outcomes for the person using the service. They demonstrated clear alignment with the principles of “Right support, right care and right culture”, with no evidence of institutional or restrictive practice. Leaders were visible and approachable, and staff described a culture where dignity, respect and compassion were central to the day‑to‑day care delivery. The service had a clear focus on personalised, strength-based support, promoting independence and meaningful lives. For example staff consistently ensured the support they offered reflected current best practice guidance. Staff consistently understood behaviour as communication and applied trauma‑informed and neuroaffirming approaches. Quality assurance and learning systems reinforced the provider’s values and supported continuous improvement, sustaining a positive and inclusive culture. Staff consistently described a positive, stable and supportive workplace where they felt proud of the service and aligned with its purpose. They spoke positively about the management team and management team, describing leadership as approachable, transparent and values‑led. This led to a shared commitment to achieving the best outcomes for people. Relatives and professionals reinforced this view, describing the service as open, honest and transparent, with a clear rehabilitative focus and a strong emphasis on partnership working. The consistency of feedback from multiple sources demonstrated that the shared direction and culture were well embedded and actively sustained.

The management team were highly capable, compassionate and inclusive, and were trusted by staff, people and relatives. They promoted staff wellbeing and inclusion, and staff felt supported through reflective supervision, personalised wellness plans and open communication. The management team practice was trauma‑informed and compassionate, modelling the behaviours expected across the service. They ensured staff had the skills and confidence to meet people’s complex needs through structured induction, ongoing training and reflective practice. Currently the new manager was completing the process of becoming the registered manager. Staff, relatives and professionals were complimentary about their skills and reported they were very approachable. A staff member said, “Cura Care management and staff are extremely open and honest with us, they have an open door policy, where we can speak to management any time given that we don't work in an office with management. If we have an issue they're always at the end of the phone and quite often pop out to the house and check on us to see if there's anything we need or want to discuss.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt able to speak up if they had worries about care or safety and knew who to approach. They were confident their views would be listened to and acted upon. Policies were in place to support whistleblowing and promote openness. The management team encouraged open discussion through regular staff meetings, handovers and alternative routes for feedback for staff who could not attend meetings. This approach supported a culture of openness and learning across the service.

The provider and management team valued diversity in their workforce and ensured they followed best practices guidance. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. Mandatory equality and diversity training was in place for all staff, with refresher training to maintain awareness of protected characteristics and discrimination. Staff told us they were treated with respect and that diversity was valued. The management team were aware of their responsibilities under equality legislation and aimed to make reasonable adjustments where required.

The provider and management team 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. Staff were clear about their roles and responsibilities, and recruitment practices met regulatory requirements.

The provider worked well in partnership with a wide range of external professionals, services and community organisations to make sure they can meet people’s complex needs. Professionals consistently described the service as collaborative, accessible and solution‑focused, with strong multidisciplinary working supporting positive outcomes and successful placements. Relatives felt welcomed and valued as partners in care, with open communication and involvement in decision‑making.

The provider had a strong learning culture and demonstrated a clear commitment to continuous improvement and innovation. Leaders actively encouraged reflection, learning from incidents and sharing good practice both within the service and across the wider organisation. Staff were involved in service development discussions and improvement initiatives and felt empowered to contribute ideas. Staff engaged in peer reflection, supervision and team discussions to improve consistency and quality. Learning from LeDeR and other best‑practice guidance informed care delivery and staff development. Innovation was evident in the provider’s personalised, proactive approaches to communication, emotional regulation and positive risk‑taking. Learning was used to improve outcomes and prevent negative experiences, demonstrating a strong commitment to continuous improvement and high‑quality care. A staff member said, “We have team meetings and they are helpful. At these meetings the management ask for our opinions on improvements that could be made and then these are applied. Cura Care is a great company with management that genuinely care for the staff team.”