Lifeways Community Care Limited (Norfolk)

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• 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 registered manager and staff shared a clear vision and culture rooted in transparency, equity, equality, human rights, diversity, inclusion, and community engagement. They demonstrated a compassionate, listening approach that fostered trust and continuous learning.

The registered manager explained: "When I started, there was a closed culture. Through regular meetings, we revisited Lifeways’ core values to reinforce our ethos. Staff weren’t used to open conversations, so I made time to observe and support them. Training, forums, and our Nourish system helped us build an open culture—sharing feedback, learning from incidents, and growing together. I’m proud of how far we’ve come."

The service was led by inclusive and capable leaders who understood the context in which care and support were delivered. Leaders at all levels demonstrated the values of the organisation and promoted a culture of compassion, respect, and openness. They had the skills, knowledge, and credibility to lead effectively and did so with integrity and transparency.

The registered manager fostered a caring and supportive environment, particularly during a period of change that led to improved outcomes for people. Staff consistently praised the leadership team, describing them as approachable, responsive, and encouraging.

One staff member said, “I do feel supported by the management team. I can talk to any of them without worry and raise concerns. They encourage good communication and mutual respect.” Another commented, “There’s good teamwork and a great atmosphere. Communication is strong across all levels, and I feel supported by my line manager.”

The registered manager fostered a positive culture where staff felt safe to speak up and be heard.Staff knew how to raise concerns and access support. They consistently told us they could share their views and ideas openly with the registered manager. One staff member said, “I can talk openly about concerns and make suggestions without any worries and be respected.”

Another staff member shared, “We have monthly team meetings to talk about lessons learned and our work. Supervisions are encouraged and supportive, [the registered manager] gives us the time we need. I’ve already recommended this as a great place to work. Everyone gets on well, there’s a good mix of staff, and [the registered manager] keeps us informed. It’s a lovely culture and a really positive place to work.”

The registered manager described a strong commitment to creating an inclusive workplace where all staff felt valued and respected. Organisational policies supported diversity across all areas, empowering a multicultural workforce.

Staff and managers received regular diversity training to address unconscious bias and promote inclusive practices. Open communication was encouraged through feedback systems, forums, and surveys, supported by their online management software alert system for oversight and responsiveness.

Regular audits helped identify and eliminate bias in recruitment, finance, and service delivery. Flexible working arrangements supported individual needs and wellbeing. Management accountability ensured Equality, Diversity and Inclusion values were embedded in daily practice.

The team’s cultural diversity enriched the service, and bespoke training was provided to address language and communication challenges. These efforts led to positive outcomes and continued to strengthen a respectful, inclusive culture.

The provider had clear roles, responsibilities, and systems of accountability that supported effective governance and sustainable, high-quality care. They used reliable information on risk, performance, and outcomes to inform decisions and shared this appropriately with partners.

The registered manager maintained strong oversight of care quality, records, and the environment. The provider’s tiered governance structure was clear and effective, with the quality team conducting regular monitoring visits to support consistency and continuous improvement.

The registered manager demonstrated a strong commitment to partnership working, ensuring services were well-coordinated and person-centred. They actively shared information and learning with external professionals and worked collaboratively to improve outcomes. This included regular engagement with GPs, district nurses, learning disability nurses, and the local authority.

People were supported to be active in their local community. The registered manager explained how they stayed informed about local resources and activities through community hubs, newsletters, and visual displays. They said, “We gather information about what’s happening locally, activities, counselling services, and support hubs and share it through newsletters and posters.”

They also described how local businesses were familiar with the people they supported, helping foster a sense of belonging. “The local cafés and shops know people well,” they said, adding that staff had access to transport to support people in accessing wider community opportunities.

The provider promoted a culture of continuous learning, innovation, and improvement across the service. They encouraged creative approaches to enhance equality of experience, outcomes, and quality of life. The registered manager actively explored new tools and technologies to improve care and support.

Innovative practices included the introduction of Talking Mats (a visual communication tool that uses a mat and picture cards to help people with communication difficulties express their thoughts and feelings clearly) to support decision-making, such as food choices, and the use of digital tools like internet search engines to promote independence and engagement. The services new electronic care planning system was being embedded into practice, with ongoing staff training. It also enabled people to give consent directly, such as for the use of photos.

Staff supported people to use a nutrition app to plan meals and track calories. This helped build confidence and independence, with 1 person now preparing their own meals.

The service fostered a culture of learning and innovation, leading to improved outcomes for the people they supported.