Tigh Fruin

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 86 (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 service demonstrated an strong, shared culture where staff and people were fully involved in shaping how the home operated. Their input was consistently valued and acted upon. People played an active role in decisions about their environment, including choosing the décor for the lounge, which reflected an open and collaborative culture where everyone’s voice mattered. No subject was off limits; we saw clear evidence that people were supported to express their views and feelings safely. For example, working in partnership with education providers, staff helped people understand their bodies and relationships, ensuring sensitive topics were approached with respect and empowerment. This meant people were aware, no subject was off limit which improved people’s quality of life. Survey results showed people felt listened to and safe living at the home.

Staff were celebrated through monthly rewards, and there was an exceptionally open culture where information was shared transparently with both staff and people in accessible formats, including how they could raise concerns or share ideas. People were treated as equals, which was evident in our observations, and we saw staff continually seeking people’s thoughts and consent in day‑to‑day interactions. Relatives spoke highly of the leadership, with one telling us, “The manager is wonderful, it’s a home, [manager] genuinely really cares about my [relative].” This reflected a service where strong, values‑driven leadership created a culture of trust, inclusion and shared purpose, enabling people to thrive.

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 service was led by capable and compassionate leaders who created an inclusive culture where continuous improvement was prioritised. Following the previous inspection, the provider made the decision to temporarily close the service, recognising that significant improvements were required. The registered manager played a central role in shaping the outstanding service it had since become. Both the registered manager and team leader completed a thorough induction at one of the provider’s other services, ensuring they were fully equipped with the skills and knowledge needed to implement and drive high‑quality care. The provider’s senior leadership team were approachable and visible, with leaders telling us, “We visit and carry out monthly reviews to assess any risks, but I am in constant contact with the registered manager.”

Staff told us the registered manager was exceptionally capable, and we found the service ran smoothly even in their absence because they had empowered and educated the staff team to take ownership and work confidently. People were clearly comfortable with the manager, throughout our visit we observed individuals freely entering the manager’s office to engage with them. The registered manager told us, “This is their home, nowhere is off limits,” reflecting a leadership style rooted in respect, equality and openness. Leaders described feeling very well supported by the provider and other managers, with regular meetings held to share learning and showcase outstanding practice. This collaborative, transparent and values‑driven leadership approach had created a culture where people, staff and families felt heard, supported and inspired.

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

The service promoted a positive culture where staff felt able to speak up and raise concerns without fear. Staff told us the manager and provider listened to them and created regular opportunities during supervisions and team meetings for them to share information in their preferred environment. Information about whistleblowing was displayed in accessible areas throughout the service, ensuring staff knew how to report concerns both internally and externally. People were also empowered to ‘speak up’ about their care, with information available in different formats to support their understanding and confidence. A clear whistleblowing policy was in place to guide staff, and staff told us they felt supported and reassured that any concerns raised would be taken seriously and used to improve the service.

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 service promoted a positive and inclusive culture where equality and diversity were embedded into everyday practice. Staff told us there was a strong sense of morale within the home, which enhanced their experience at work and contributed to a supportive environment. The staff team reflected the diversity of the people they supported, which strengthened feelings of belonging for both staff and people using the service. Staff said they were treated fairly and felt respected by leaders and colleagues. They completed equality and diversity training, which helped them understand the importance of inclusive practice and the impact of celebrating diversity to ensure people felt empowered to be their whole selves. Policies were in place to guide staff, and we saw staff consistently respecting one another and valuing the unique contributions each staff member brought to the team.

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 service had effective governance arrangements in place that supported continuous improvement and ensured care remained safe and well‑led. Governance systems identified areas for development, and an ongoing service improvement plan was in place which reflected the provider’s commitment to delivering high‑quality, aspirational care. The registered manager had strong oversight of the service, and any areas requiring action were addressed without delay. They demonstrated a clear understanding of their regulatory responsibilities and were responsive throughout the assessment process, welcoming CQC into the home positively. Required information was submitted promptly, and the registered manager recognised the importance of working collaboratively with regulators and external partners to learn and drive improvement. These approaches supported a stable, sustainable service where quality was monitored effectively and improvements were embedded.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The service demonstrated exceptional commitment to building strong partnerships and supporting people to be active, valued members of their community. People were true partners in their care; they were fully involved in reviewing their needs, planning for their future and organising social events. A professional we spoke with told us the service worked extremely well with others to improve people’s lives, noting they had seen a marked improvement in people’s wellbeing. They said, “[Person] has really come on, they have made significant progress.” The evidence we reviewed supported this feedback, we found the person had made considerable strides in gaining independence since moving to the service.

People were consistently supported to engage meaningfully with their wider community, and we found many examples of this in practice. Individuals organised and participated in charity events, attended local religious groups every week, visited the gym to improve their wellbeing and took part in celebrations at a wildlife park. These opportunities helped people build confidence, develop social connections and feel valued within their local area.

The service’s strong partnership working and commitment to community inclusion ensured people experienced rich, fulfilling lives and achieved outcomes far beyond what might typically be expected. This reflected a culture where people’s aspirations were prioritised and their potential was actively nurtured.

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.

The service demonstrated a commitment to continuous learning and innovation, ensuring people consistently experienced high‑quality, progressive care. As detailed within this report staff used creative and innovative ways to increase people’s independence. Learning from incidents took place routinely, and leaders recognised the barriers people they supported had faced in the past. In response, they implemented a reducing restrictive practice audit to improve people’s quality of life. This approach led to a significant reduction in the use of physical interventions. The registered manager told us, “Whilst we have training, we very, very rarely have to use any physical interventions to reduce distress.” This was achieved through detailed analysis and review of previous incidents to identify triggers and implement proactive, personalised strategies.

Monthly meetings were held with a standing agenda that explored both “what is going well” and “areas to improve.” We found actions were consistently completed, demonstrating that lessons were learned and embedded into practice. This reflective, forward‑thinking culture ensured the service continually evolved and adapted to meet people’s needs. The commitment to innovation and improvement was evident throughout the service, resulting in outstanding outcomes for the people who lived there.