Healey Supported Living Service

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 assessment we rated this key question good. At this assessment the rating has 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 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 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.

Relatives described management as approachable and responsive, with good communication systems including newsletters and events. However, most relatives said they were not involved with care planning and there were concerns raised about the condition of the environment, including comments that the building was “in desperate need of redecorating”.The provider told us family were not involved if people did not provide consent.

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.

The registered manager described clear systems for monitoring and learning from incidents. Incidents were recorded using an electronic system and reviewed monthly, with trends and learning shared in team meetings. Lessons learned, including those from medicines errors, were documented and disseminated to staff to improve practice.

Leaders demonstrated a strong commitment to delivering high-quality, person-centred care and fostering an inclusive culture across the service. They were visible, approachable and actively engaged with both staff and people using the service, creating an environment where individuals felt valued and listened to. Leaders promoted openness, compassion and continuous improvement, encouraging staff to share ideas, reflect on practice and drive positive change. There was a clear focus on equality, inclusion and empowering people to have choice and control over their lives, with leaders working collaboratively with staff, families and external professionals to achieve consistently positive outcomes. The culture was values-driven, with staff describing feeling supported, motivated and proud to work within the service.

The manager spoke positively about the service and the outcomes achieved for people. They described a strong, person-centred culture, highlighting the high levels of independence people experienced and the positive impact this had on their daily lives. Staff were described as committed and motivated, with a focus on supporting people to live fulfilling lives.

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

Staff described an open and supportive management approach, with an “open door policy” and regular opportunities for informal and formal discussions. Staff reported that managers were approachable, took time to listen and maintained confidentiality, fostering a positive working culture.

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.

Staff told us they felt valued and listened to, with opportunities to discuss both work-related matters and personal wellbeing. For example, one staff member said they had “brilliant conversations” with managers and felt able to be open about personal circumstances, adding that managers “take time out and care.”

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.

Senior leaders carried out visits to the service and completed audits which reviewed the environment, including cleanliness and the overall presentation of the building. These audits also considered staffing levels, staff practice and feedback from people using the service, which was positive about the support provided by staff.

Managers completed monthly financial audits to review people’s funds. These audits included how individuals received and managed their money, for example, arrangements for weekly budgets, where funds were stored, and whether people felt they had choice and control over their finances.

The registered manager identified areas for improvement within the service environment, particularly in relation to space and accessibility. They explained that additional communal space would further enhance people’s quality of life and create more opportunities for community engagement, such as hosting social events.

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.

During meetings, people were encouraged to engage in discussions about community involvement. For example, individuals contributed to local initiatives such as donating items to a food bank and taking part in discussing ways to plan and raise funds for charity to give back to the community.

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.