The Old Red Lion

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 changed to 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 Old Red Lion demonstrated an exceptionally strong and unified sense of direction, underpinned by a culture where staff and leaders worked together with a clear, shared purpose. Staff consistently described a workplace where values were lived in everyday practice, and where everyone was committed to enabling people to lead full, active and meaningful lives.

Staff told us they were supported to remove unnecessary restrictions and barriers so people could experience greater independence, choice and autonomy. Leaders encouraged staff to question long‑standing practices, reflect on whether restrictions were proportionate, and explore creative alternatives that promoted people’s rights and freedoms. This approach resulted in people having increased opportunities to participate in community activities, develop new skills and make decisions that mattered to them.

The culture of shared learning was particularly strong. When staff achieved positive outcomes by reducing restrictions or adapting support approaches, these learnings were openly shared across the team. Staff described how reflective discussions, team meetings and peer learning sessions helped them understand what worked well and why. This ensured improvements were sustained and consistently applied. One staff member said, “I am so proud about just how many people we have supported to reduce the level of staff they need, showing what can be achieved when you really work together and truly understand people.”

Importantly, learning did not stay within the service. Staff and leaders shared successful approaches with other homes owned by the provider, contributing to a wider culture of continuous improvement. This cross‑service collaboration meant that best practice was replicated elsewhere, resulting in consistently positive outcomes for people and staff across the organisation.

Leaders modelled openness, curiosity and a commitment to doing what was right for people. Staff told us this created a culture where they felt confident to innovate, challenge outdated practices and work together towards shared goals. This collective sense of purpose strengthened team cohesion and ensured people received support that was empowering, respectful and aligned with what mattered most to them.

During the assessment, leadership at the service was found to be highly capable, compassionate and deeply inclusive. Leaders created an exceptionally respectful culture where equality, diversity and inclusion were embedded in everyday practice. Diversity within the workforce was actively valued, and leaders promoted an environment where staff felt confident, supported and able to bring their authentic selves to work.

Leaders demonstrated a clear commitment to continuous improvement in equality and inclusion. The provider’s training academy ensured all staff had equal access to high‑quality development opportunities, including specialist programmes in leadership, operational practice and bespoke care. Staff were encouraged to pursue training that aligned with both their professional aspirations and personal identity, ensuring equitable access to progression and skill‑building across the workforce.

The registered manager strengthened this organisational commitment through compassionate, practical leadership. They introduced initiatives that directly supported staff comfort and wellbeing, including providing free sanitary products for staff to access discreetly whenever needed. Staff told us this simple but thoughtful action made them feel respected, understood and cared for, reinforcing a culture where leaders paid attention to the real‑life needs of their team.

Leaders were described as approachable, visible and consistently supportive. Staff said they felt able to share ideas, raise concerns and contribute to improvements with confidence. Leaders listened actively and responded constructively, creating a culture where staff felt empowered to grow, collaborate and act as positive role models for one another.

Overall, leadership at the service was outstanding. Leaders demonstrated capability, compassion and inclusivity in equal measure, resulting in a motivated, confident workforce and consistently excellent outcomes for people. Their commitment to valuing staff as individuals strengthened the culture, enhanced the quality of care and ensured the service remained a place where both people and staff could thrive.

The provider demonstrated a strong and deeply embedded culture of openness, transparency and psychological safety. Staff consistently told us they felt able to raise concerns, share ideas and speak honestly without fear of negative consequences. One staff member said, “I genuinely feel heard, I can talk to [registered manager] about anything.” Another told us, “It’s not just concerns that [management] act on, they are very willing to listen and try our ideas.” This reflected a culture where staff felt respected, valued and confident that their voice made a meaningful difference.

The registered manager and management team promoted an environment where speaking up was encouraged and acted upon. Staff described leaders as approachable, responsive and committed to learning from feedback. Ideas raised by staff were explored constructively, and where beneficial, were trialled and embedded into practice. This strengthened team morale and contributed to ongoing improvements in people’s care and support.

People and their relatives were also supported to speak up. The complaints policy was available in people’s preferred communication methods, ensuring it was accessible and meaningful to everyone. All relatives we spoke with said they would feel confident raising a concern and were assured that the management team would respond promptly and professionally.

This strong culture of openness ensured that concerns were identified early, ideas for improvement were welcomed, and people benefited from a service that continually learned, adapted and improved.

The provider demonstrated an exceptionally inclusive and respectful culture where equality, diversity and inclusion were firmly embedded in everyday practice. Diversity within the workforce was actively valued, and leaders promoted an environment where staff felt confident, supported and able to bring their authentic selves to work. Staff consistently told us they felt respected, valued and included. This was reflected in the provider’s national recognition as a Great Place to Work, with particular commendation for their commitment to gender equality, inclusion, staff development and health and wellbeing.

The provider’s approach to equality, diversity and inclusion extended far beyond meeting basic expectations. Their training academy ensured all staff had equal access to high‑quality development opportunities, including specialist programmes in leadership, operational practice and bespoke care. Staff were encouraged to pursue training that aligned with both their professional aspirations and personal identity, ensuring equitable access to progression and skill development across the workforce.

At The Old Red Lion, leaders built on this organisational commitment by nurturing a culture where staff inspired, encouraged and supported one another. Staff described feeling empowered to grow, contribute ideas and act as positive role models for colleagues. The provider also celebrated achievements in meaningful and inclusive ways. The ‘Every Moment Award’ enabled staff to recognise peers who made a positive difference through compassionate, person‑centred practice or by sharing their authentic experiences. Recently, the registered manager and a team leader had been nominated for—and won—this award, reinforcing a culture of appreciation and belonging at every level.

Overall, the provider demonstrated exceptional leadership in promoting equality, diversity and inclusion. This had a clear and positive impact on staff wellbeing, team culture and the quality of personalised care people received.

Governance and leadership at the service were found to be exemplary. The provider had established clear responsibilities, well‑defined roles and highly effective systems of accountability. These strong governance arrangements enabled leaders to consistently deliver high‑quality, safe and sustainable care for people with complex mental health needs and learning disabilities.

Leaders acted on the best available information relating to risk, performance and outcomes. They used a comprehensive range of audits, reviews and monitoring tools to maintain excellent oversight of the service. Information was analysed promptly and shared securely with staff and external professionals when appropriate, ensuring decisions were well‑informed, coordinated and focused on improving people’s experiences.

The registered manager demonstrated exceptional skill in workforce planning and upskilled other staff to be able to support this process. They created advanced rotas that were consistently aligned to people’s individual needs. For example, staff with particular skills or shared interests were intentionally matched with people who wished to develop new skills or take part in specific activities. Rotas were shared with people and staff ahead of time, enabling individuals to plan their routines and engage in meaningful activities with confidence and predictability.

The registered manager also showed strong foresight in planning for the long‑term sustainability of the service. They monitored workforce needs closely, invested in staff development and maintained a stable, skilled and motivated team. Staff spoke highly of the manager, describing them as supportive, knowledgeable and always available to offer guidance. This leadership style created a positive, open culture where staff felt valued and supported, and where people consistently experienced excellent outcomes.

There was clear evidence of effective partnership working. The registered manager collaborated closely with external professionals and consistently championed people’s aims, rights and goals. This collaborative approach had resulted in people securing funding for cars, enabling them to expand their activities, independence and freedom.

Overall, governance and management at the service were outstanding. The manager’s proactive approach, strong oversight and unwavering commitment to continuous improvement ensured the service remained safe, effective and sustainable, with people benefiting from consistently high‑quality, person‑centred support.

The registered manager demonstrated an exceptional commitment to working in partnership and maintaining strong, effective relationships with a wide range of professionals and community organisations. The provider clearly understood their duty to collaborate, and services worked seamlessly around people’s needs. Information and learning were shared openly with partners, ensuring that support remained coordinated, responsive and focused on improving outcomes for individuals.

Staff worked closely with external professionals to ensure people received the right support at the right time. We saw written feedback from professionals confirming that people had been supported to safely reduce medicines, including antipsychotic medication. This followed the principles of stopping over medication of people with a learning disability and autistic people (STOMP) and was achieved through careful monitoring, collaborative planning and consistent communication between staff and health partners. Staff reported that the reduction in medication enabled one person to experience more both physically and emotionally, with fewer side effects and greater engagement in daily life.

Partnership working extended beyond health and social care professionals. The service played an active role within the local community and encouraged people to participate in meaningful community‑based activities. For example, people and staff regularly took part in local litter‑picking initiatives. This strengthened people’s sense of belonging, promoted positive community presence and supported individuals to develop confidence and pride in contributing to their local environment.

Staff and the management team consistently shared learning with partners, including updates from audits, changes in people’s needs and examples of successful personalised approaches. This collaborative approach ensured that everyone involved in a person’s care had a clear, shared understanding of what worked well and what mattered most to each individual.

As a result of these strong partnerships, people experienced coordinated, holistic support that enhanced their wellbeing, independence and community inclusion. The service’s commitment to collaboration ensured that improvements were sustained, risks were reduced and people benefited from a joined‑up approach that placed their needs, preferences and aspirations at the centre.

The provider demonstrated an exceptional and deeply embedded commitment to learning, improvement and innovation. Staff consistently reflected on their practice, adapted their approaches and enhanced the personalised care they provided. Learning was treated as a continuous cycle that directly improved outcomes for people living at The Old Red Lion.

Comprehensive audits were carried out routinely and were used as meaningful tools for development rather than simple compliance checks. These audits explored communication plans, PBS strategies, sensory support approaches, health and wellbeing care plans and daily support records. Leaders analysed patterns, identified strengths and highlighted opportunities to further enhance personalised care. Findings were translated into clear, achievable action plans that were co‑owned by the management team and staff. Progress was monitored closely, and actions were evaluated to ensure they resulted in measurable improvements in people’s experiences.

Staff were highly engaged in this process. They contributed to reflective discussions, shared insights from their day‑to‑day practice and offered creative ideas that supported people in innovative ways. When new personalised methods proved effective such as bespoke environment changes, visual decision‑making tools or new communication aids. This learning was shared across the team through handovers, meetings and peer coaching. This ensured people received consistent, high‑quality support regardless of who was on shift.

The service actively encouraged ‘out of the box’ thinking. Staff were empowered to trial new approaches when they believed these would enhance a person’s independence, reduce anxiety or improve engagement. Ideas were reviewed collaboratively, and successful innovations were embedded into everyday practice. For example, staff developed a personalised “high‑energy focused” care plan and staffing model for one person based on sensory observations and feedback from multiple team members. This significantly improved the person’s emotional regulation and was later adapted for others with similar needs.

Leaders championed a learning culture where staff felt safe to question, reflect and improve. Lessons from audits, incidents, compliments and external best practice were shared openly and constructively. Staff described feeling valued and supported to develop their skills, which strengthened their confidence and contributed to consistently high‑quality, personalised care.