Home Instead Leek and Moorlands

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 as good. At this assessment the rating has remained as 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 79 (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. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

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.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

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 outcomes and quality of life for people.

The provider demonstrated a strong culture of learning, improvement and innovation to continually improve the service people received. The provider had a number of progressive developments which were being implemented to strengthen both care delivery and governance. This included the use of artificial intelligence to review support provided and monitor care records to ensure they accurately reflected people's assessed needs.

The provider’s commitment to continuous improvement was evidenced through a structured three-year development roadmap, which included moving from manual to electronic monitoring systems and introducing a community newsletter to enhance communication and engagement. The registered manager spoke enthusiastically about embracing new approaches and although this was still being fully implemented, they demonstrated how these initiatives were already having a positive impact on oversight, quality assurance and the delivery of person-centred care. This proactive and forward-thinking approach supports a culture where innovation is used to drive improvements.

The provider had identified opportunities to further improve how people's goals and aspirations were recorded and monitored, to ensure support was consistently planned around achievable, meaningful and person-centred outcomes. The registered manager had proactively reviewed existing processes and was implementing a new approach to outcome planning. This focused on identifying achievements that were important to each person and measuring success through improvements in quality of life, independence and wellbeing. The registered manager explained, “Some outcomes may seem small, but they can make a significant difference to a person's quality of life. We are continuing to develop how we identify, support and celebrate these achievements, regardless of how big or small they may seem.” This demonstrated a culture of continuous learning and improvement, reflecting on current practice and driving changes to ensure people achieved outcomes that were meaningful to them.

The registered manager explained how this approach had been effective by setting realistic goals for one person, who subsequently experienced significant improvements in confidence, communication, independence and overall wellbeing. The person's support was tailored to their individual preferences and delivered at a pace that suited them, resulting in increased engagement in daily life, greater involvement in decisions about their care, improved self-care, and the development of meaningful social interactions and interests. As a result, the person had greater choice and control, engaged more positively with care staff, and participated more actively in activities and social opportunities within the community. This demonstrated that the support provided had a positive impact on the person's life and enabled them to achieve outcomes that were important to them.