Woodside Place

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 service. This key question has been rated outstanding.

This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 96 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The management team demonstrated an exceptional approach to the culture, openness and transparency of the service. Without exception people, staff, relatives and professionals said the service had an open, inclusive and welcoming culture, where people using the service came first and their satisfaction was a priority. All staff followed a set of agreed values which included building the care around the person and making every day better. These supported them to continually aspire to achieve good outcomes for people and which led to high-quality care being delivered. We saw staff work in line with these values when supporting people. Staff consistently showed patience and kindness in their interactions with people and took the learning and understanding of why things may have occurred to prevent further incidence where possible. We saw evidence throughout the documentation, linked to best practice guidance and staff told us about seeing things from the person’s perspective.

Staff spoke with passion for providing outstanding outcomes for the people they supported and were proud of the difference they made to people's lives.

There was strong, collaborative teamwork across all the provider’s services. People using the service, staff and managers from the different services met regularly to share experiences. For example, when the providers newsletter showcased an event at one of their services, it included information to help setting a similar event up.

The impact of this was that people had a good quality of life, felt safe and understood. People trusted managers and staff and had opportunities to develop their skills and independence.

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 and leadership team demonstrated an excellent understanding of people's needs, service performance and areas requiring development. Leaders maintained a strong presence within the service and knew people, relatives and staff exceptionally well. Families consistently described leaders as approachable, responsive and genuinely interested in people's wellbeing. One relative told us, "I know I can speak to the manager about anything, and it will be sorted." This visibility helped leaders maintain oversight whilst remaining connected to people's experiences of care.
Leaders recognised and developed strengths throughout the workforce. Staff consistently told us managers recognised individual skills and interests and encouraged professional development. Staff were supported with additional training to undertake “champion” roles at the home. “Champions” were responsible for maintaining and improving the standards of certain areas of the home and the care provided such as mental health, sexuality and values.
Staff told us that they felt valued and supported by the management team at the home. Where required, reasonable adjustments were made to support staff to achieve their best work.

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

Staff consistently described a culture where they felt comfortable speaking openly with managers and leaders. They told us they would have no hesitation raising concerns about people's care, safety, wellbeing or staff practice and were confident leaders would listen and act appropriately. Staff explained they were encouraged to challenge poor practice, contribute ideas and participate in discussions about service improvements. This openness created a culture where staff felt respected, empowered and able to influence positive change.

Leaders actively promoted transparency and openness throughout the service. Staff spoke positively about the registered manager's approachable leadership style and described an environment where discussing mistakes, concerns and learning opportunities was normal practice. Rather than focusing on blame, leaders encouraged reflection, learning and improvement. Staff told us they felt supported when raising concerns and were confident their views would be taken seriously.

The provider had a robust policy around speaking up and provided staff with training and a dedicated department separate to the home where they could report concerns if they did not feel comfortable raising it to management at the home. In addition to this, the provider had employed an external organisation that staff could contact if they wished to remain anonymous.

Staff were aware of what whistleblowing meant and their responsibility to raise concerns. They consistently told us they would feel comfortable raising them to management. One staff member said, “If I had any concerns, I would go straight to [registered manager] and if I thought they were not taking any action, I would escalate it using the phone line.”

People told us they felt safe living at the home but would feel comfortable raising any concerns if they had them. One person told how they had not got on with one member of staff and had told management about it. They said that this member of staff no longer provided support to them.

As a result, the service had developed a culture where speaking up was actively encouraged and valued. Staff, relatives and professionals felt respected, listened to and confident their concerns would be addressed. This openness strengthened learning, promoted accountability and contributed directly to improvements in care quality, safety and people's experiences.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.
Leaders had created an inclusive and equitable culture where staff from all backgrounds felt valued, respected and able to contribute fully to the success of the service. Equality, diversity and inclusion were embedded throughout the organisation's culture and leadership approach, ensuring staff were treated fairly, supported to succeed and empowered to influence the development of the service.

The service demonstrated a strong commitment to creating an environment where every member of staff felt included and respected. Staff consistently described leaders as supportive, approachable and interested in their wellbeing, regardless of role, background or personal circumstances. They told us managers took time to understand individual needs and worked collaboratively with them to ensure appropriate support arrangements were in place. This created a culture where staff felt comfortable being themselves and confident that their contribution was valued.

Leaders actively promoted inclusivity through their management practices and workforce development approaches. Staff reported they were treated fairly, had equal access to training and development opportunities and were encouraged to progress within the organisation. Opportunities for learning, supervision, mentoring and career development were available across the workforce, and leaders demonstrated a commitment to helping staff achieve their professional goals. Staff told us progression was based on individual strengths, aspirations and abilities rather than role or length of service.

The provider recognised that supporting staff well was essential to delivering outstanding care. Leaders worked flexibly to support individuals experiencing personal challenges, health needs or caring responsibilities. Evidence showed reasonable adjustments were considered and implemented where required and that leaders took a compassionate approach when responding to staff wellbeing concerns. Staff consistently reported feeling listened to and supported during difficult periods, which promoted trust and loyalty across the workforce.

The service encouraged staff from all roles and backgrounds to contribute ideas and participate in improvement activity. Leaders actively sought workforce feedback through surveys, supervision, meetings and improvement projects and demonstrated that suggestions led to meaningful change. Staff told us they felt their opinions mattered and described a culture where ideas were welcomed regardless of seniority or job title. This ensured diverse perspectives contributed to service development and improvement.

Leaders fostered a culture where discrimination, bullying and poor behaviour would not be tolerated. Staff consistently stated they would feel confident reporting concerns and believed managers would respond appropriately. The positive and respectful culture was reflected in staff feedback, which consistently highlighted teamwork, mutual respect and strong working relationships. Staff described colleagues as supportive and explained that differences in background, experience and perspective were viewed positively and contributed to learning and growth.

The organisation's commitment to equality and inclusion was also evident in the way it recognised and celebrated staff achievements. Leaders acknowledged individual contributions, supported progression and encouraged staff to develop areas of expertise. Staff described feeling valued for their skills and unique contributions rather than being viewed solely through their role. This contributed to high levels of engagement, motivation and workforce stability.

People benefitted directly from this inclusive workforce culture. Staff who felt respected, supported and able to contribute positively were more confident, engaged and motivated to provide high-quality care. The strong culture of inclusion enabled leaders to retain experienced staff, develop talent and maintain a workforce committed to delivering person-centred support. The service had created an environment where equality, diversity and inclusion were not treated as standalone initiatives but formed part of everyday practice. Staff felt valued, respected and empowered, creating a stable and compassionate workforce that consistently delivered positive outcomes for people.

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 maintained a robust governance framework, utilising monthly audits, reviews, and monitoring tools to guide better outcomes for people. Data from monitoring and reviews enabled the leadership team to maintain robust quality control while driving continuous service development. Furthermore, the provider adhered to quality tools and best practices by sharing regular policy updates in staff bulletins and meetings and maintaining a comprehensive business continuity plan for emergency preparedness and any adverse 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.
Leaders had established strong and effective relationships with a wide range of health and social care professionals. Professionals consistently described staff as responsive, knowledgeable and proactive in seeking advice. The service was recognised as a valued partner which communicated effectively, acted on recommendations and worked collaboratively to achieve the best outcomes for people.
The provider demonstrated strength in supporting people with complex needs through multi-agency partnership working. Leaders worked closely with commissioners, healthcare professionals and families to successfully support people who had previously experienced instability in care arrangements. These partnerships enabled people to remain closer to their families, avoid unnecessary moves and access support tailored to their individual circumstances.
Partnership working extended beyond healthcare and was used to enrich people's lives and strengthen community connections. Staff developed relationships with similar organisations, activity providers and community groups to create meaningful opportunities for people. For example, people had recently been ten pin bowling with people from another local home.
People were supported to maintain connections with their local communities and participate in experiences linked to their interests, histories and identities. Staff actively sought opportunities for inclusion and worked creatively with external partners to help people remain connected to ordinary community life.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

Learning was shared through team meetings, daily handovers, and supervisions encouraged staff to reflect on their practice and develop skills. This established a supportive culture where staff felt confident to learn and continuously improve.

There was a culture where staff felt able to speak openly. There were regular meetings and managers worked alongside staff. Staff told us they were encouraged to question practice and make suggestions so the whole team could learn together.

The service also demonstrated a commitment to learning beyond its own organisation. Leaders actively engaged with healthcare partners, commissioners and professional networks to identify best practice and share learning.

Staff were encouraged to develop their skills through learning and taking on champion roles. The provider had set up an academy and provided lots of information to staff about how they could advance in the company and provided routes for staff to achieve progression.