Active Support Service Ltd

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 68 (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. Staff were very positive about the culture within the service. They told us the staff team was close, worked well together, and supported one another in their roles. Staff described a shared approach that promoted openness, collaboration and a strong focus on person-centred care. They felt the service’s values were clear and consistently demonstrated in day-to-day practice.

People and their relatives also reflected this, telling us that staff worked in a way that put people at the centre of their care. The positive team culture contributed to a stable workforce and helped ensure care was delivered in a consistent and coordinated way.

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 management team were knowledgeable and demonstrated a strong understanding of the needs of people receiving care. Leaders knew individuals well and were able to describe people’s routines, preferences and support requirements in detail. They were often part of the team delivering support directly to people using the service, which helped them maintain a clear and accurate understanding of day-to-day practice and staff performance.

Staff told us they felt the management team led by example and were approachable, supportive and committed to delivering person-centred care. Leaders were visible within the service, contributed to hands on support where needed, and fostered a culture of openness, respect and collaboration. These qualities helped ensure that the values of the service were consistently promoted and reflected in everyday practice.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt confident to raise concerns with the management team and were assured that these would be taken seriously. They said they were comfortable speaking openly and felt their views were listened to and valued. Staff were confident that any issues they raised would be acted upon promptly and appropriately. This contributed to a positive culture where people felt able to speak up.

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.

No staff currently required reasonable adjustments; however, the management team demonstrated a clear understanding of how they would support staff should adjustments be needed in the future. Leaders were aware of their responsibilities in promoting an inclusive and fair working environment and were confident in identifying and responding to individual needs.

Staff told us they felt valued and treated fairly, and there was no evidence of inequality in how staff were supported. The stable and positive team culture further reflected a workforce where equality, diversity and inclusion were upheld consistently.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate. The management team had a strong ethos of person-centred care and were committed to supporting people well. They had carried out a range of audits and checks to monitor the quality of care being delivered. These processes helped leaders maintain oversight of day-to-day practice and demonstrated a proactive approach to ensuring people received safe and compassionate support.

However, the audits and monitoring systems in place had not identified the issues highlighted during this assessment. Important shortfalls—such as gaps in care planning, documentation to support decision-making under the Mental Capacity Act, and the absence of certain oversight processes—had not been detected through the provider’s governance arrangements. This limited the provider’s ability to assure themselves that all aspects of the service were operating in line with best practice and regulatory expectations.

Once feedback was shared with the management team, they were responsive and acted quickly to make improvements. They demonstrated a willingness to learn from the findings and took steps to address the concerns raised.

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. Staff and leaders shared information appropriately with external professionals and engaged positively with partner agencies when needed. This helped ensure that services worked smoothly for people and contributed to consistent, coordinated care.

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. While the management team had not identified several of the issues highlighted during this assessment, they demonstrated a clear commitment to improving the service. Leaders were open to feedback and responded quickly once concerns were shared with them. They took immediate steps to address shortfalls and showed a willingness to learn and develop practice to ensure people continued to receive safe, high-quality care.

The responsive attitude of the management team, combined with their motivation to strengthen systems and processes, reflected a culture that values ongoing learning and improvement.