Sternhill Paddock

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 changed to outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 96 (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 established a clear and compelling shared vision, strategy and culture that was understood and embraced by leaders, staff, people and relatives. This vision was rooted in transparency, equity, equality and human rights, and underpinned by a strong commitment to diversity, inclusion and meaningful engagement. Leaders demonstrated an exceptional understanding of the challenges faced by people and their communities, and this shaped every aspect of how care and support were delivered.

Staff consistently told us they were united by a shared purpose: to promote people’s independence, remove barriers, and minimise restrictions so individuals could live full, active and meaningful lives. This shared direction was not simply aspirational, it was evident in daily practice, decision‑making and the way staff spoke about the people they supported. Staff described feeling empowered to uphold the organisation’s values and to champion people’s rights, choices and autonomy. One staff member said, “Our values focus on teamwork, between everyone, staff, people and their relatives. Everyone is valued and respected and this makes outcomes positive for all involved.

At Sternhill Paddock, this was exemplified through an extensive, person-centred daily activity schedule for people offering daily opportunities for engaging activities supported by staff. These initiatives empowered people to pursue what they loved, enhanced overall well-being, and significantly reduced the risk of social isolation demonstrating a truly outstanding approach to holistic care. People thrived in an environment that was welcoming and relaxing which supported emotional wellbeing, social inclusion with stimulation and relaxion balanced to ensure people benefited the most.

The culture across the service was one of positivity, ambition and collective responsibility. Staff demonstrated a deep understanding of the provider’s values and were proud to work in an environment where inclusion, respect and person‑centred care were non‑negotiable. This strong, shared culture ensured that people consistently experienced care that was enabling, personalised and aligned with their goals and aspirations.

Leaders at every level demonstrated exceptional capability, compassion and inclusivity. They had a deep understanding of the context in which care and support were delivered and consistently embodied the organisation’s values. Leaders were highly skilled, knowledgeable and credible, and they modelled integrity, openness and honesty in all aspects of their work. This created a culture where staff felt safe, respected and empowered.

Staff consistently described leadership as exceptionally supportive and visible. They told us leaders were approachable at any time and genuinely invested in their wellbeing. Comments included, “The senior managers are empathetic and help in any way they can. I can talk to them about anything.” and “I can approach the registered manager without hesitation; they are very supportive and make me feel valued.” This reflected a culture where psychological safety was firmly embedded. Relatives also spoke highly of the leadership team, describing them as accessible, compassionate and deeply committed to ensuring the service was well managed. Feedback included, “[Manager] is lovely. The home is well managed,” “[Manager] is wonderful,” and “All management are lovely, very approachable. I was a bit nervous coming here, but it’s more like a family than coming to work.” People and relatives consistently told us they felt confident in the management team and reassured by their presence.

Leadership was further strengthened by the involvement of an area manager who visited regularly and had built trusted, meaningful relationships with people and staff. Observations during the assessment showed that people knew the area manager well and engaged with them warmly. This meant that oversight, audits, reviews and support were not generic but truly bespoke, reflecting a deep understanding of the service, its people and its staff team.

This meant leaders demonstrated exceptional compassion, capability and inclusivity, creating a culture where staff thrived, people felt safe and valued, and high‑quality, person‑centred care was consistently delivered.

The provider fostered a positive culture where people knew they could speak up and their voice would be heard. Staff told us they felt confident to raise any concerns if they had any, they were also confident concerns would be addressed promptly. Staff understood how to escalate concerns further if this was required. People were supported by a key worker who know them well to ensure they could give feedback with their preferred communication method. Easy read information was available to empower people to have the freedom to speak up and prompt staff to ensure this was regularly reviewed and discussed with people.

The provider had created an exceptionally inclusive and respectful culture where equality, diversity and inclusion were deeply embedded in everyday practice. Diversity within the workforce was actively valued, and leaders promoted an environment where staff felt confident and supported to bring their authentic selves to work. Staff consistently told us they felt respected, valued and included, and this was reflected in the provider’s national recognition as a Great Place to Work, with particular commendation for their commitment to gender equality, inclusion, staff development, and health and wellbeing.

The provider’s approach to equality, diversity and inclusion went beyond compliance and demonstrated a clear commitment to continuous improvement. Their training academy offered all staff equal access to high‑quality development opportunities, including specialist programmes in leadership, operational practice, and bespoke care. Staff were encouraged to pursue training that reflected both their professional aspirations and personal identity, ensuring equitable access to progression and skill‑building.

At Sternhill Paddock, leaders had built on this organisational commitment by nurturing a culture where staff inspired and supported one another. Staff described feeling empowered to grow, contribute ideas, and act as positive role models for colleagues. The provider also celebrated staff achievements in meaningful ways. The ‘Every Moment Award’ enabled staff to recognise peers who made a positive difference through compassionate, person‑centred practice and by sharing their authentic experiences. This reinforced a culture of appreciation and inclusivity at every level of the organisation.

This meant the provider demonstrated exceptional leadership in promoting equality, diversity and inclusion, with clear evidence of impact on staff wellbeing, team culture, and the quality of care delivered.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Leaders demonstrated exemplary accountability, consistently fulfilling their regulatory responsibilities by promptly notifying the CQC and local authorities of any events impacting people’s health and well-being. Comprehensive audits and checks were routinely carried out, covering care records, medication management, health and safety, and staff practices. The home’s culture of continuous improvement to people’s outcomes was evident through daily clinical oversight and monthly governance reviews which involved area managers and quality support managers. Staff from all departments were involved in daily meetings with discussions to ensure everyone was aware of people’s needs. As some people lacked capacity and others were unable to communicate verbally, senior staff completed weekly checks with people and staff to ensure the delivery of care followed the person’s wishes and met with the values of the provider to ensure people received the best outcomes possible. We were fully assured that staff understood their roles and responsibilities and the management team could account for the actions, behaviours and performance of staff. The area manager provided robust oversight through ongoing review of the centralised internal reporting system, action plans and regular on visits, supporting the registered manager and building trusting relationships with people. This ensured governance and compliance standards were met without exception. This highly effective governance framework enabled leaders to deliver care of the highest quality, safeguarding people’s safety, promoting well-being, and enriching lives through outstanding outcomes which was supported by feedback from professionals and relatives.

Sternhill Paddock had established exceptionally strong and meaningful partnerships within the local community. Staff consistently promoted inclusion, belonging, and personalised participation for the people they supported. Evidence showed that community involvement extended well beyond routine access, resulting in authentic relationships that enriched people’s daily lives. A strong example of this involved a non‑verbal person who regularly attended a local café. Staff had taken time to understand the person’s individual communication needs, including their personalised Makaton vocabulary. This enabled the staff member to support the individual effectively during community outings and to facilitate clear, consistent communication with the café team.

Over time, this approach had led to a genuine, trusting relationship between the individual and the café staff. The café team had become confident in communicating directly with the person, using the Makaton signs they had been shown, and they demonstrated a clear understanding of the person’s preferences and needs. The strength of this partnership was particularly evident when the person’s birthday approached. The café staff independently chose to create a fully personalised celebration. They baked a birthday cake that met the person’s modified‑texture dietary requirements and learned to sign Happy Birthday using the individual’s own personalised version of Makaton. This thoughtful gesture highlighted the depth of connection developed and reflected true community inclusion.

Staff went beyond in enabling community presence. They supported people to build meaningful relationships and to be recognised, valued, and celebrated within their local community. The outcome was a powerful illustration of how compassionate, skilled, and person‑centred practice had led to improved wellbeing, increased confidence, and a sense of belonging for the individual. Staff consistently empowered people to take part in community life in ways that respected their identity and communication needs, and they inspired community partners to actively participate in providing inclusive and personalised experiences.

The service had an exceptional approach to learning lessons and continuously improving the quality of personalised care. Staff at every level were deeply committed to reflecting on what worked well for each person and sharing this learning across the team to ensure support remained consistent, creative, and tailored to individual needs.

Learning was embedded into everyday practice. Staff routinely discussed people’s preferred communication styles, sensory needs, and behavioural cues during handovers, reflective sessions, and team meetings. These conversations were not simply procedural; they were rich, thoughtful exchanges where staff openly shared insights, celebrated successes, and explored new ideas. This meant people benefited from a highly consistent approach, regardless of who was supporting them.

The service actively encouraged ‘out‑of‑the‑box’ thinking. When staff identified a new strategy that helped someone feel calmer, more independent, or more in control, this was quickly implemented, evaluated, and, if effective, adopted into the person’s support plan. For example, staff recently developed a personalised sensory support plan and room with sensory equipment for one person who could become overwhelmed in busy or loud environments, based on observations and feedback from different team members. This innovation significantly reduced the person’s anxiety and has since been adapted for others with similar needs.