All About Care

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.

Staff consistently described a shared commitment to prioritising quality of care over expansion. One staff member told us, “I really like working here. The provider/registered manager believes in providing good care. She is not chasing after more work but believes we must provide good person-centred care to the ones we have,” which was echoed by others.

People and their relatives spoke very positively about the service and leadership. The registered manager was described as approachable and attentive. One relative said, “The manager is very delightful. I have only good things to say about them… I trust them implicitly. They are brilliant and I am totally happy with the care they give.” Another relative shared, “It was daunting finding a care agency but I’m so happy we found this one. They are brilliant and I couldn’t ask for anything better.”

The provider promoted its values through staff meetings, induction, and social events, and staff told us the registered manager led by example, embedding these values into everyday practice.

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.

Staff spoke positively about the registered manager, describing them as supportive, approachable and knowledgeable. One staff member said, “The registered manager is brilliant. She is very hands-on and involved. She knows all the clients and what their needs are.” Another told us, “I find her supportive and helpful. She guides and directs us on how to do the job properly.”

Regular staff meetings were held to provide guidance, direction and support, and staff told us their views were listened to and considered. The registered manager demonstrated a clear understanding of their role and regulatory responsibilities, supporting effective leadership and oversight of the service.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff meetings provided opportunities for open discussion and for staff to challenge practice where needed.

Staff told us they felt confident raising concerns and were able to speak openly with the registered manager. One staff member said, “I know how to raise an alert or concerns. I can talk to the registered manager about anything, and I can challenge her if needed,” reflecting a culture of openness, transparency, and mutual respect.

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.

Staff told us they were treated with respect and supported to develop in their roles through training, supervision and opportunities to gain qualifications.

Staff spoke positively about the registered manager, describing them as fair, supportive and approachable. One staff member said, “I trust the registered manager. She is kind and very supportive,” and another told us, “Anyone can approach the registered manager, and she will listen and sort your issues out. She promotes teamwork.”

Regular staff meetings and events, such as team gatherings and social events, helped to bring staff together and promote a sense of inclusion and teamwork. Effective communication and confidentiality were maintained within the team, and staff were recognised through reward schemes. These approaches supported a positive, inclusive working culture where staff felt valued and supported.

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 registered manager told us they checked and audited care records, including audits of daily care notes and medicines administration records to ensure these were completed accurately.

The registered manager routinely sought feedback from people, relatives, staff and professionals through surveys, reviews and regular contact. They also carried out spot checks to observe how care was delivered and ensure standards were maintained.

The provider had additional oversight processes in place, including recruitment and staff file checks carried out by a HR officer to ensure compliance. A business continuity plan was in place to support the service to continue operating safely in the event of disruption. These systems supported the provider to identify issues, maintain standards and promote continuous oversight of the service.

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.

They worked closely with a range of health and social care professionals and community services to support people effectively.

Feedback from external professionals was highly positive. One professional described the service as providing an “exemplary service” and highlighted effective communication with the team and management when concerns were raised. Another professional, spoke positively about the provider’s ability to support people with complex needs, describing the registered manager as experienced and perceptive. They noted the provider worked collaboratively, followed guidance where needed, and used their professional judgement appropriately.

Professionals also highlighted the provider’s commitment to continuity of care and personalised support, including going above and beyond in some situations to support people during periods of need.

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.

The registered manager kept up to date with changes in the health and social care sector by attending training, webinars and networking with other care providers, which supported the development of practice and service delivery.

The provider actively sought feedback from people, their relatives, staff and professionals, and used this information to review and improve the quality of care. This approach supported a culture of learning and ongoing improvement, helping to ensure care remained responsive and met people’s needs.