Nurtrio

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 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 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.

The provider created a positive and open environment where people, relatives and staff felt comfortable sharing their views. Staff worked with kindness, honesty and respect and demonstrated a clear understanding of the providers values in their daily practice.

Equality and diversity were promoted across both service delivery and the workforce. The provider worked collaboratively with people and partner organisations to shape and enhance experiences. Staff described the provider and management team as visible, approachable and supportive. One staff member told us, "The culture is very open. All the staff get on well and the management team support us really well. Any concerns are discussed freely and actioned in the best possible way for the person

The provider had 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 did so with integrity, openness and honesty.

The provider and registered manager showed effective leadership, supported by good knowledge and clear expectations. The registered manager was visible, responsive, and actively involved in care delivery, contributing to a strong sense of trust and confidence in the leadership.

The provider's systems and processes ensured all staff understood their roles and responsibilities and knew when and how to escalate concerns.

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

People, their relatives, and staff all felt able to speak up if they had concerns, trusting that something would be done about them. There was a clear complaints process in place, with information available in different formats so everyone could understand it. Concerns and complaints were recorded, along with any actions taken in response. Staff also knew how to report issues through whistleblowing procedures and felt supported by an open and approachable environment where they could raise concerns freely.

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 management team demonstrated a clear understanding of the importance of promoting an open, inclusive, and diverse workforce. They gave careful consideration to both staff wellbeing and how staff supported the people in their care.

A range of staff recognition initiatives had been implemented, celebrating achievements and encouraging a positive workplace culture. These initiatives supported diversity, valued contributions, and reinforced the organisation’s commitment to staff wellbeing and inclusion.

The management team supported staff with reasonable adjustments and flexible working when needed. Staff reported that managers were approachable and supported everyone to raise concerns at an early stage. One staff member told us, "The management team are great, they were really supportive when I had a change in my personal life."

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 registered manager was well organised, and the providers governance systems ensured the service remained safe and effective. The management team all had clearly delegated responsibilities and knew what they needed to do and when to ensure effective oversight was maintained.

A range of audits were regularly conducted, covering areas such as medicines management, health and safety and incident and accidents. These audits were effective in identifying areas for improvement and driving positive changes. Actions identified from audits were clearly recorded and shared with the staff to ensure appropriate timely action was taken.

Statutory notifications were completed in line with requirements, and the registered manager collaborated with the local authority to ensure safeguarding issues were addressed and people’s safety remained the primary focus. Workforce planning was effectively organised, with recruitment and staff development managed appropriately to respond to the service’s changing needs.

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.

Management and staff supported people to stay connected with their local communities by helping them access and join meaningful groups. In addition, when existing options didn’t fully meet people's needs, staff created tailored in-house activities to ensure people had opportunities that enriched their lives in a way that worked best for them. For example, people using the supported living services were thoughtfully introduced to others with similar interests and preferences, helping them to build meaningful relationships. Staff demonstrated a strong understanding of each person’s personality and used this to encourage social interaction, including organising group activities such as gaming afternoons.

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

The provider actively engaged with both local and national initiatives to support the ongoing development of the service. Through participation in networks, forums, and collaborative programmes, the provider stayed informed of emerging best practice, policy changes, and sector developments, which in turn was shared with the staff team.