Linnet Mews

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.

The provider communicated a clear vision and strategy which shaped the service and supported consistent practice across the tea. This shared approach was supported by meaningful engagement with people, their representatives and the wider multi-disciplinary team. The registered manager promoted these values in day-to-day practice, helping to guide how staff worked and how people were supported. Staff demonstrated an understanding of the challenges people faced, such as those linked to communication, confidence, health or mobility, and responded appropriately. The registered manager encouraged staff to recognise these challenges and respond with compassion and flexibility. This contributed to a culture where people were supported to work towards their goals.

The registered manager promoted openness and honesty, creating an environment where staff felt able to share ideas and raise concerns. Staff told us they felt listened to and respected, which supported a positive working environment.

Staff were observed to demonstrate behaviours in line with the service’s values, such as listening to people, adapting communication where needed, and encouraging people to express their views. This approach helped people to develop confidence and feel supported.

The provider worked in partnership with external agencies to support people effectively. This helped ensure the service remained responsive to people’s needs and continued to develop in line with good practice.

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.

The provider and registered manager demonstrated a strong understanding of people living with complex neurological conditions, including acquired brain injuries. They ensured the service operated in line with best practice guidance and relevant legislation, using their expertise to inform staff practice and shape the quality of care and support provided.

The registered manager maintained a highly visible and approachable presence within the service. People, staff and professionals consistently told us they were easy to engage with and readily available. One staff member commented, “The culture here is great. The registered manager and deputy are available to support us and really easy to talk to.”

The provider and registered manager fostered open, respectful and consistent communication with staff, people using the service, their representatives and external professionals. This approach helped to create a culture of trust, transparency and shared responsibility, where individuals felt valued, listened to and empowered to contribute to the ongoing development of the service.

Leaders actively promoted a person‑centred approach, ensuring people were treated with dignity and respect, and supported to have choice and control over their lives. The registered manager also supported staff through effective supervision, training and professional development, encouraging reflection and continuous learning to drive service improvement and sustain high-quality, compassionate care.

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

Staff confirmed they were familiar with the provider’s policy and expressed confidence in reporting any issues. They stated they felt assured that any concerns raised would be taken seriously and appropriately addressed.

Clear and accessible posters were displayed throughout the service for people and visitors. These provided straightforward guidance on how to raise a concern and who to speak to, ensuring that everyone had easy access to information about the complaints process and how to seek support if needed.

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 registered manager showed a clear commitment to valuing staff by working closely with them to understand their individual needs and making reasonable adjustments to support them effectively in their roles. The provider recognised the importance of fostering an inclusive workplace. Staff received appropriate training and supervision, helping to develop their knowledge and practice in relation to equality, diversity and human rights within the workplace.

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 registered manager demonstrated a good oversight of the service through established systems that ensured regular audits were completed and used to support ongoing improvement. The provider had processes in place to carry out routine compliance audits; this enabled them to identify any areas for improvement and act upon them effectively.

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.

People’s wellbeing was enhanced due to the staff team’s strong collaborative work with external partners. The registered manager and staff had built well-established connections within the local community, allowing individuals to benefit from a broad range of support and social opportunities.

Staff took a proactive approach to identifying opportunities tailored to people’s interests, goals, and support needs, ensuring activities were inclusive and accessible. We observed the positive effects of this approach on people’s confidence, mood, and overall wellbeing. People told us about the opportunities available to them and shared how much they enjoyed participating.

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 service had strong systems in place that promoted continuous learning and improvement. The registered manager had carefully reviewed audits, feedback, and meeting outcomes to identify trends and drive positive changes, with clear examples of improvements having been made. Over the previous year, people using the service had been better supported to understand their disabilities, particularly those with recent or long-term brain injuries. Support had focused on building confidence, reducing isolation, and increasing independence. This had included providing education through weekly workshops to help individuals better understand the impact of their brain injury.

Regular staff meetings were held, and team members reported they were actively encouraged to share ideas, reflect on their practice, and give feedback on their experiences. This helped foster a positive, inclusive culture in which staff felt valued and involved in shaping the service.

Incidents and accidents were used as meaningful learning opportunities. The service took appropriate steps to review what had happened, understand the causes and identify what could be done differently. This ensured that improvements were effectively embedded and that the service continued to adapt and respond to people’s changing needs.