The Base Business Park

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.

This is the first assessment for this service. This key question has been rated 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.

Staff told us the management team promoted a positive open culture where their views were respected, and suggestions were welcomed. A member of staff told us they felt the registered manager was open and supportive, carrying out unannounced spot checks to maintain care standards. They said the registered manager was also receptive to feedback from staff and responded promptly to issues raised.

The aims and objectives of the agency as well as their mission statement had been included in the service user guide, which was given to people prior to them receiving a service. These included, striving to offer a flexible, efficient and professional service which was tailored to meet each person’s individual needs.

The registered manager had the appropriate skills, knowledge and experience to lead the organisation promoting a positive and open culture. Staff told us they felt valued and supported in their role and enjoyed working for the organisation. A member of staff told us they felt the registered manager was approachable, supportive and committed to both people and staff well-being.

The registered manager ensured they remained up-to-date with current best practice and continued their learning and development. To demonstrate their commitment to leading by example and continual development, they had created a partnership with another provider who completed peer supervisions. The registered manager used these and this relationship to further develop and improve the service people received.

Staff felt confident that concerns they raised or suggestions they made were listened to and acted on. A member of staff told us they felt the registered manager listened to them and took their feedback seriously. They told us they felt appreciated for the work they did and supported them in delivering good quality care.

Staff were given regular opportunities to speak up and make suggestions about improvements to their role. Feedback from the March 2025 staff survey showed staff were happy in their role and felt valued and supported by the management team. Comments from staff included, “The management team have been supportive all through the process with training and spot checks” and “I feel valued and respected because my opinions and contributions are always appreciated.”

Staff understood their human rights, had been trained and had these promoted by the management team. The registered manager promoted an inclusive and fair culture between people and staff. Reasonable adjustments were in place for people and staff, including the time of people’s care calls which were specific to meet their needs and flexible working arrangements for staff with caring responsibilities.

Staff received training in equality and diversity and knew what to expect in their role both from the management team and towards the people they supported. People told us staff treated them as an equal, ensuring their preferences were always considered, respected and accepted.

Staff told us they felt the agency was well managed and spoke highly of the registered manager. Staff understood their role and responsibilities and felt part of the quality assurance process by being involved in the unannounced spot checks. These meetings enabled the staff to give and receive feedback from the management team.

There were a range of checks and audits in place to ensure people were receiving a high-quality service. The management team completed audits such as, spot checks, a review of people’s records, medication records, incidents and accidents and complaints. Actions and suggestions were discussed with the staff team at team meetings and were monitored by a member of the management team. The registered manager told us they also used the feedback people gave from surveys as a way to make changes and improve the service people received.

People felt and relatives confirmed there was a joined-up way of working between the agency and external healthcare professionals. People’s care records contained information about the external healthcare professionals involved in their lives. Staff knew people well and supported them to achieve their desired outcomes.

The registered manager told us they attended various networks and linked-in with other agencies to share good practice and ensure they were delivering a high-quality service.

The registered manager promoted a culture of continuous learning and development. Staff told us there were opportunities for career progression if they wanted to further develop in their role. The registered manager ensured their skills knowledge and professional training were kept updated and valid.

The organisation followed a business and service development plan, which included information about wishes they planned to accomplish over 12 months, three years and five years including, having well established, proven systems in place and completing their goal and growth objectives.