Casa di Lusso

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 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 registered manager and staff shared a common understanding of what good care looked like, and how they should work together to achieve it, and ensured good outcomes for people. The registered manager said they were working with staff through the transition to the new provider, which had caused some challenges. They held regular team meetings, handovers, a messaging system and supervisions to help staff to feel involved in the service and kept updated about any changes, risks or challenges. The provider monitored and reviewed progress with improvements and plans at the service.

People, their families and health care professionals felt the service was well-led, with the registered manager being visible and accountable. Policies and procedures had regard to equality and human rights, equity of care experiences, diversity and inclusion and the needs of people.

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 registered manager and deputy manager had a good working relationship. They knew each other’s strengths and worked very well together.

They were both passionate about the home and were aware of their roles and responsibilities. During the transition to the new provider, they had supported the staff team with the changes implemented. The registered manager told us; some staff had been resistant to change. They and a registered manager from a sister home, told us, how their quality oversight had improved with the systems being implemented and made them feel safer. Most staff told us changes had been brought in too quickly which had caused a lot of stress and anxiety. The registered manager and deputy manager were supporting staff through the transition.

The new providers management team were supporting the management team with the transition and were regularly at the home.

A health and social care professional told us, I have found the management team to be particularly impressive, they are responsive, proactive, and genuinely committed to providing high-quality care. Overall, I have no concerns at this time, and I would confidently recommend Casa di Lusso to others based on my experience.

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

The provider requested feedback from people and their relatives, via a survey and actions were taken. This included, looking at the activity provision and cleanliness of the home. There were also resident and relative meetings to ask their opinions and keep them informed.

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.

Regular staff meetings took place. We saw minutes of these meetings which showed that staff were kept informed about changes and improvements and that lessons learned were shared.

The provider had an electronic system where information and messages could be shared. A staff member told us, “I am well heard and I can report any concerns in confidence. I will speak to my manager; she will act and is very balanced. She does act to protect residents, and she tries to train the staff and takes firm actions, but she never has a blaming culture. She has so much patience and investigates thoroughly.”

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 providers quality team had completed an audit in January 2025 and had identified numerous areas which required improvement. The registered manager and whole staff team had been working to act on the concerns identified. The most recent quality audit in July 2025 showed improvements had been made and where there were concerns actions had been put in place to address them. The registered manager was confident they would score higher at their next visit. Following the last audit staff had thanked the registered manager and presented her with flowers and a cake and a large card with positive messages. These included, “Thank you for being so supportive” and “Thank you for always lifting me up with your support and positivity and also for believing in me.”

The provider had a service improvement plan, where actions were added and monitored to ensure they were completed.

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.

Health and social care professionals told us, “I have found the management team to be particularly impressive, they are responsive, proactive, and genuinely committed to providing high-quality care. Overall, I have no concerns at this time, and I would confidently recommend Casa di Lusso to others based on my experience”, “In most cases, staff are receptive to guidance and demonstrate a willingness to work collaboratively to support service users effectively” and “They do follow guidance and would seek clarity if not sure. We sometimes had multi agency meetings, they are always onboard to follow guidance in service user’s interest.”

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.

Learning from incidents. The registered manager and provider’s senior management team had a clear process to oversee accidents and incidents to ensure staff had acted appropriately and themes and trends were looked at. Staff confirmed they received feedback about any findings. One staff member told us, “I always get feedback on how to improve things and how we can get better. My managers favourite quote is, no one is perfect but we can always do better things for our residents today than yesterday.”

The registered manager focused on continuous learning. Following our site visit, a staff meeting was held to discuss some of our findings and put in place improvements.

The providers quality audit in January 2025 had identified GDPR (General Data Protection Regulation) as an area for improvement. The registered manager had acted by, holding a staff flash meeting and added it to their manager walk around.

To ensure lessons were learnt following concerns being identified, the management team formally reflected on the concern. For example, an internal audit had identified improvements were needed in the recording of food and fluid intakes and how this could be improved.