Barleycombe

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 operated an “open-door” policy, enabling people, relatives, and staff to speak with them at any time. Staff understood the service’s ethos and were clear about their responsibilities. Most staff told us the registered manager was approachable and easy to talk to. One staff member said, “We have an open-door policy to encourage staff to be open and honest. By coming in with a positive attitude, being kind and caring, and leading by example. Wanting the best from all staff and the people we support. [Name of registered manager] monitors staff training, identifies areas needing support, and assigns further training to promote continuous improvement.”

The registered manager fulfilled their legal duty to be open and honest when issues arose, acting in line with the duty of candour. They submitted all required notifications to CQC promptly and in accordance with guidelines.

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.

Feedback relating to the management team was positive. One relative told us, “The communication is good. I know the manager, they are fab. I don't have any concerns. [Person] is always happy. I have never made a complaint, but I would know how to. It is well led and they do a good job. I would recommend it.”

Staff generally spoke positively about the registered manager, describing them as supportive, knowledgeable, and approachable. One staff member said, “I can air my views; they respond adequately and swiftly and are supportive.” Another added, “I feel fully supported by my manager; they are easy to approach, they support me with my training and development, and Ican go to them about anything.” A small number of staff expressed that they did not always feel included, and the registered manager has committed to addressing this through open discussions to ensure all voices are heard.

The provider fostered a positive culture where the majority of staff felt they could speak up and their voice would be heard. Staff told us, “We have regular staff meetings, and our voices are heard. I feel supported by management, and I can raise concerns easily and without repercussions” and “I feel I can go to my manager about anything either workwise or personal. They encourage me to raise any concerns I have so we can act on them.”

Relatives told us they felt comfortable raising concerns without fear of recrimination. One relative told us, “They [staff] take on board what comments I make and I feel listened to. Issues in the past have always been resolved. The manager respects my input, and I think it's a wonderful service that they give [person].”

People’s views were sought through care reviews and easy read surveys. Resident meetings were also a forum where people could raise concerns or make suggestions for improvements.

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 service demonstrated strong leadership under the registered manager, who promoted an inclusive environment where achievements were recognised and areas for improvement were addressed constructively. Equal access to training and development opportunities were provided. While most staff felt respected and listened to, a small number reported not always feeling so. In response, the registered manager planned to hold a meeting to encourage open and honest conversations, offering opportunities for staff to raise concerns privately or collectively. This approach fostered trust, engagement, and a sense of belonging across the team.

The registered manager led by example, promoting a positive and inclusive culture. They addressed challenges openly and guided the team toward solutions, ensuring continuous improvement and avoiding complacency. Responsibility for maintaining this culture was shared across the team, fostering fairness, accountability, and collective ownership.

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 service had a clear governance system, with identified roles and accountability to support person-centred care. Staff understood their roles and how their work contributed to the service.

Regular audits and checks monitored performance, identified risks, and supported continuous improvement, although some audits had not always been completed in their entirety with the date or information of actions taken and outcomes noted. The registered manager advised they had since returned to these audits and moving forward will ensure all areas of the action plans will be completed to ensure a clear audit trail. The registered manager had oversight of action plans, made sure required notifications were sent, and shared information appropriately.

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.

People proudly told us how they enjoyed community activities with staff support, staying connected to their interests and hobbies. Evidence showed these activities positively contributed to their wellbeing. A staff member told us, “As [persons] keyworker one of their goals was to work with animals, we hoped to find them a place. We found the red cross, and they love it. With the farm they always want to go. We have supported them to reach their goal. That is one of the best parts of the job.”

The service worked in partnership with health and social care professionals, fostering strong relationships that promoted person-centred care and supported people’s inclusion in the wider community.

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.

There was a positive culture where staff and managers valued learning and continuous improvement. The provider shared best practice from other services, and staff understood the importance of applying this learning to enhance care. One staff member told us, “We have regular supervision and team meetings which encourage us to open up. Anything that could have gone better, managers complete a lesson learnt and share this with the team.” Another said, “Leadership is everything. They promote teamwork and encourage ongoing training. They review concerns and implement improvements to sustain quality care.”