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• 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 clear shared vision and culture that promoted person-centred care and inclusivity. Leaders focused on delivering safe, compassionate care and fostering an open, collaborative environment. These values were embedded through robust recruitment, induction, and ongoing training. Staff consistently reported understanding the service’s ethos and felt supported to uphold equality and diversity policies. Staff feedback highlighted a positive culture where suggestions were welcomed and acted upon, and managers were approachable and responsive. A staff member said, “Management make me feel really comfortable and like I can speak to them about anything I need.”

Leaders were visible, approachable, and demonstrated competence in managing the service. The registered managers provided strong support through regular supervisions, appraisals, and open communication channels. There were clear systems for addressing concerns and promoting professional development. Induction was comprehensive, covering essential topics such as safeguarding, medicines, and equality. Ongoing training and opportunities for NVQ qualifications reinforced a commitment to staff growth. A relative described management as “Approachable and helpful. On the ball.”

The service fostered a culture of openness where staff felt safe to raise concerns. A clear whistleblowing policy was in place, and staff were trained in confidentiality and reporting procedures. Staff were confident that issues raised would be addressed promptly and fairly. Managers demonstrated transparency by acting on feedback and communicating outcomes, which helped prevent closed cultures and encouraged continuous improvement. A staff member told us, “Management are very good at allowing you to raise issues and I always feel listened to and respected.”

Policies and practices promoted equality and diversity across the workforce. Staff understood the Equality Act and reported fair treatment in recruitment, training, and career progression. Reasonable adjustments were made to support staff with disabilities or additional needs, such as flexible hours and tailored training. A staff member said, “I have always been supported with my medical condition when needing time away from work. It is a friendly environment and enjoyable job.”

Governance systems were effective in monitoring quality and ensuring compliance with regulatory requirements. Leaders demonstrated a clear understanding of their responsibilities, including timely submission of statutory notifications. Quality assurance was embedded through audits, daily alerts, and digital monitoring systems. The service invested in technology upgrades to improve transparency and responsiveness, such as real-time care plan access and alert systems. People and relatives were complimentary about the service. A person commented, “Excellent. No missed calls and they stay the allocated times.”

The provider worked collaboratively with external professionals and local stakeholders to improve outcomes for people. Regular engagement with commissioning officers and attendance at partner forums demonstrated a commitment to integrated care. Staff described effective communication with healthcare professionals, ensuring timely referrals and coordinated support. Staff supported people to integrate into the community, doing things they enjoyed and that were in line with their personal interests. A staff member said, “I have taken clients out into the community when they have been able to, to give them their independence.”

A strong learning culture was evident, with systems in place to review incidents, complaints, and feedback. Lessons learned were shared through meetings, supervisions, and training updates. The provider invested in digital solutions to enhance care delivery and responsiveness. Staff, people and relatives were encouraged to suggest improvements, and examples included rota adjustments. A staff member commented, “A person wanted more time during personal care, so routines were adjusted and staff allowed extra time, which improved their comfort and satisfaction.”