Shine Partnerships

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 service 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. There was a positive culture in the service which focused on effective care and support for people. Staff spoke highly of the registered manager, praising their supportive leadership, clear communication, and genuine commitment to both staff well-being and tenants’ care. Multiple team members highlighted the manager's approachability and ability to create a positive, collaborative workplace environment.

The service 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 demonstrated a good knowledge of the people who used the service and staff on a personal level. Comments from people included, “it’s very well managed. I see the manager 3-4 times a week,” And “The manager is great, the house is very nice, spacious and great quality. It is a good start after being in hospital.”

Staff told us they felt well supported by the management. Comments included, “The manager is very helpful always approachable, always ready to support and direct you to the appropriate support including out of hours” and “Managers very accommodating; encourage you to make own decisions.”

The provider’s systems showed clear responsibilities, roles, systems of accountability and good governance. The registered manager 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. Daily audits and checks were completed effectively by the management team. There was effective use of data to produce reports. This included analysis of information to review people’s care and identify themes, trends, or areas for improvement.

Soon after our inspection visit a safeguarding incident was reported to us. The service had failed to send in a statutory notification in line with regulatory requirements. We discussed this with the registered manager who provided assurance that this matter would be addressed immediately and that they understood the regulatory requirement to inform CQC of all incidents

The manager had developed good links and worked closely with health professionals and the local authority to ensure seamless care for people.

The provider understood their duty to collaborate and work in partnership with other professionals and people involved in people’s care, so services worked seamlessly for people. They shared information and learning with partners and collaborated to ensure people received better outcomes. People had access to local clinical services to help ensure they had the right care to meet their needs.

The provider focused on continuous learning, innovation and improvement across the organisation and local systems. 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. There were regular staff meetings where the registered manager provided feedback about care and support and where additional improvement and focus was required to ensure care was maintained at a good standard.

The registered manager engaged in a number of schemes with external partners to enhance learning and innovative practices. This included engaging with World Mental Health Day Walk and Talk, fundraising for MIND and partnering with a specialist security firm to support staff, service users, and the community during incidents. The service was also a finalist in the London Region of the Great British Care Awards in 2024.