Business Hub, Simms Cross

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 remained 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 based on transparency, equity, equality, human rights, diversity, inclusion and engagement, with a clear understanding of the challenges and needs of people and their communities. The provider promoted a cohesive shared direction through its equality, diversity and inclusion strategy and action plan, which included monitoring equality outcomes and undertaking equality impact assessments. People, families, carers and staff were actively involved in governance arrangements and shaping service development through co-production events, advisory groups and consultation activities. Senior leaders maintained visibility through regular engagement opportunities and leadership walkabouts, while a three-year engagement and service development strategy, co-produced with people and named by a person using the service, reflected the organisation's commitment to shared ownership and involvement. A people and culture plan supported workforce development, and staff survey results demonstrated a positive culture, with most staff reporting they felt trusted to deliver their role in the way they felt was best. Together, these arrangements promoted a strong values-led culture with a shared sense of purpose across the organisation.

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. Leaders were visible and engaged across the organisation. Senior leaders, including the Chief Executive, maintained regular communication with staff, people and their families through newsletters, blogs and organisational updates. This helped people remain informed about developments within the organisation and promoted openness and transparency. Staff roadshows provided opportunities for staff to engage directly with leaders, share feedback and contribute ideas for improvement. Staff described managers as approachable and supportive and told us they felt comfortable discussing concerns, ideas and improvements. Managers were consistently provided with opportunities for growth, including extra learning, external leadership course participation and further training. Leaders demonstrated a commitment to creating an inclusive culture through initiatives such as workforce wellbeing accreditation, equality, diversity and inclusion strategies and opportunities for staff to contribute to organisational decision-making through surveys and staff advisory groups.Staff survey results were positive, with 92% of respondents stating they trusted senior leaders to do what was right for the organisation.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.Staff understood the provider's Freedom to Speak Up and whistleblowing policies and were confident about how to raise concerns. Relatives knew who to contact if they wished to raise issues or provide feedback. Staff described managers as approachable and supportive and told us they felt able to speak openly about concerns and suggest improvements.
The provider actively sought and responded to staff feedback. A staff survey identified themes relating to training and development, communication, recognition and organisational processes. In response, the provider implemented a range of improvements, including recruiting a Learning and Development Manager, a new learning management system, training Mental Health First Aiders, launching additional employee wellbeing benefits and reviewing documentation processes. The provider shared these actions through a ‘You Said, We Did’ initiative.
 

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 provider demonstrated a commitment to equality, diversity and inclusion (EDI), supported by an EDI policy and a three-year action plan focused on assessing current practice, addressing identified gaps and embedding sustainable improvements. Managers received specialist EDI training to strengthen their knowledge and promote inclusive leadership, while care staff completed EDI training and workbooks to support their understanding and application of inclusive practices. Dedicated EDI champions worked alongside people using the service to share information, promote awareness and gather feedback. Staff told us they felt supported and were treated fairly by their managers.Leaders promoted equality, diversity and inclusion across the workforce through policies, training and practical support, including menopause champions, inclusion passports and initiatives to raise awareness and understanding of diverse experiences and identities. The organisation also took proactive steps to improve workforce diversity and inclusion through recruitment campaigns, staff engagement activities and action plans aimed at reducing inequalities and improving workplace experience for all staff.

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 provider had an effective risk management strategy and demonstrated a strong commitment to continuous learning and improvement. A new quality improvement process had been introduced, with quarterly service reports used to identify areas where outcomes could be improved. Feedback from people using the service was actively sought and shared with the senior leadership team to drive improvements across the organisation.

Governance and oversight arrangements were effective. Day-to-day accountability was maintained through bi-monthly medication and service audits completed by house managers, with actions monitored and followed up. A structured governance framework included regular leadership meetings and monthly performance reports, ensuring incidents were escalated to the board as required. Senior managers maintained a visible presence through monthly service visits, engaging with staff and people to review safety and safeguarding practices. Managers also received additional audit training to strengthen oversight and quality assurance processes. Weekly meetings between managers and senior leaders were used to review action plans and monitor progress, ensuring improvements were completed in a timely manner.

Effective systems were in place for managing complaints, concerns and compliments. Complaints were investigated thoroughly and responded to appropriately, with outcomes and learning reviewed by managers to identify themes and opportunities for improvement. Compliments were also monitored to recognise good practice and understand what was working well. Learning from feedback was shared across the organisation and used to inform service development.

The provider demonstrated a commitment to sustainability through a carbon reduction plan and environmental initiatives, including recycling programmes and work to promote energy awareness among people.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They demonstrated strong partnership working and community engagement through active involvement with a range of external agencies and local initiatives to improve outcomes for people. This included working with the local fire service to address property-related safety issues, supporting people to contribute to the development of the local learning disability strategy, collaborating on university projects and participating in local partnership boards and community initiatives. The provider also shared good practice with partner organisations, including resources to raise awareness of hate crime. Community inclusion was promoted through outreach activities, events and projects that encouraged people to develop and maintain meaningful local connections. Leaders told us they actively sought opportunities to learn from others and valued partnership working as a means of driving improvement and enhancing people's experiences.

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 by getting involved in events in the wider adult social care network. They actively contributed to safe, effective practice and research.

The provider continually looked for ways to improve practice. One way they did this was by looking at what was happening across the wider social care sector; each month managers met to look at recent national safeguarding cases, avoidable injuries or death to see if there was an opportunity to shape practice to avoid these incidents. The meetings set out clear steps for managers to apply the learning locally or if necessary, raise any property related risks with landlords. This ensured that people were at the centre of their work. The provider positively engaged with local partners along with people, including various projects with the local authority and a project, led by a local university, that sets out to learn more about the experiences of people with a learning disability. Participation in the projects provided an opportunity for the provider to contribute to areas of research and influence the outcomes to better support people with learning disabilities. For one person, involvement in the projects has significantly improved their confidence in speaking and sharing ideas within a group environment. Furthermore, the provider championed innovative care by developing the 'YourGo' product with people, which earned an external award nomination. The YourGo product is a toolkit designed to support adults with learning disabilities learn different life skills and develop personalised goals in a step-by-step approach. As a result, the tool has helped people achieve things like chairing meetings, create cards and crafts, and attend job interviews.

Internal processes were routinely updated, including a recent overhaul of the staff induction programme and checklists to give new starters enhanced, targeted support. A dedication to inclusive employment was also evident; the provider achieved Level 2 Disability Confident Employer status and was actively progressing to Level 3. The provider took a proactive approach in recruiting staff, working with local colleges, attending recruitment fairs and offering guaranteed interviews to care leavers through a local charity partnership. One professional partner commented “[the provider] is passionate around the people they support and are forward thinking and transformative with regards to policy, procedure and initiatives to support adults with learning disabilities and/or mental health difficulties.” A family member told us, “They review things all the time, they include me and make changes” and “they have listened.”