Sudley Road

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 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.

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 based on transparency, equity, equality and human rights, diversity and inclusion, engagement. The service promoted an inclusive culture that encouraged people's independence, choice, and overall wellbeing. Staff consistently demonstrated the provider’s values through a person-centred approach, open and transparent communication, and a focus on enabling people to live the lives they want. Staff felt encouraged to contribute to decision-making, and there was a strong sense of teamwork and shared purpose, reflecting a culture of high expectations, respect, and continuous improvement.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the organisation’s values. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Leaders demonstrated strong knowledge of regulations, safeguarding, equality, and best practice guidance, providing effective and compassionate leadership. They maintained a visible presence within the service and showed a clear commitment to supporting people and improving their quality of life. Staff described the registered manager as supportive, approachable, and highly respected.

Positive and respectful interactions were observed between leaders, staff, and people living at the service, who appeared comfortable and at ease in their presence. Several staff had worked at the service for over 10 years, reflecting strong staff retention. Staff feedback was positive and highlighted leaders’ commitment to staff wellbeing and retention.

The provider fostered a positive culture where people and staff felt able to speak up and were confident their views would be heard. Policies and procedures enabled people, staff, and visitors to provide feedback and raise concerns, including anonymously or with support from advocates, families, or wider networks. Staff understood whistleblowing procedures and how to use them appropriately.

People, staff, and visitors felt listened to and confident in raising concerns or sharing ideas. Regular team meetings and handovers provided opportunities for feedback and learning. Leaders used feedback to promote openness, continuous learning and service improvement.

The provider valued diversity and promoted an inclusive and fair culture for staff. Policies and procedures reflected relevant legislation and best practice, supporting recruitment processes that offered equal opportunities to all applicants. Staff said their individuality was respected and that they felt supported, valued, and treated fairly. Feedback was positive. Staff described a culture that promoted person-centred care, empowerment, and individuality for both staff and people using the service. One staff member described the organisation as, “A very supportive employer who puts the needs of staff and service users first.”

The provider had clear governance arrangements, roles, and accountability systems that supported the delivery of high-quality, sustainable care. Effective quality assurance processes, including regular audits and oversight, monitored key areas of the service and identified opportunities for improvement.

Leaders used information about risk, performance, and outcomes to inform decision-making and drive continuous improvement. Actions identified through audits and quality monitoring were followed up appropriately. Statutory notifications were submitted to CQC in line with the provider’s legal responsibilities. There was provider oversight of quality monitoring and clear lines of accountability at all levels. This supported the ongoing development of the service.

The provider worked effectively in partnership with healthcare professionals, families, and other agencies to deliver coordinated, person-centred care. Records demonstrated regular consultation with relevant professionals, including GPs, learning disability nurses, and mental health practitioners, to support people’s health, wellbeing, and changing needs.

The registered manager engaged with local provider forums and networks to share learning and good practice, which was communicated to staff through meetings and supervision. Strong partnerships with external professionals and families supported positive outcomes for people.

People were active members of their communities. Staff encouraged and supported people to access healthcare services, community facilities, and local activities, promoting inclusion, independence, and wellbeing. Positive interactions with local people reflected the service’s strong community presence and collaborative approach.

The provider promoted a culture of continuous learning, improvement, and innovation, focused on enhancing people’s, outcomes, and quality of life. Systems were in place to identify learning, implement improvement plans, and monitor progress to ensure positive changes were sustained.

Lessons learned from incidents, feedback, and quality assurance activities were shared with staff and people where appropriate to support ongoing improvement. Staff understood the importance of openness and transparency and felt supported to learn from mistakes and improve outcomes. Staff demonstrated pride in their work and a strong commitment to delivering good care and positive experiences for people.