Paul Murphy Centre

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 requires improvement. At this assessment the rating has changed to 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 management team demonstrated strong and positive leadership. Staff reported that both the registered manager and deputy manager were open, honest, and approachable, creating an environment where they felt comfortable raising any concerns. Since the last inspection, the registered manager had effectively led service improvements and showed a clear understanding of the importance of enhancing support for adults living with learning disabilities and autism.

A health and social care professional told us, “The registered manager has the people skills to lead the team and implemented changes to the culture and environment, creating a homely environment for any citizens at the service. Introduced changes with processes, systems, and challenged practices and leadership.”

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 demonstrated skill and expertise, actively pursuing further qualifications to strengthen their leadership. They showed a clear understanding of their regulatory responsibilities, including the timely and appropriate sharing of required information with the Care Quality Commission.

Staff consistently reported that the management team championed equality for both the people supported and the workforce. They felt their voices were heard, valued, and respected within an inclusive and open culture. A suggestion box had been implemented for all to use and 3 monthly staff meetings to capture staff’s experience of the service.

A health and social care professional told us, “I found the registered manager to be transparent and honest, and the staff team to be caring, kind and warm towards citizens with whom they clearly have forged lovely working relationships with.”

A staff member told us, “[Registered manager] has an open-door policy, and I never feel unsupported by her. She’s a great manager, and I have learned developed as a team leader under her leadership.”

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

Staff reported feeling comfortable and confident to speak up, knowing their concerns would be taken seriously. They were aware of multiple avenues for raising issues, including contacting the safeguarding team or external bodies such as the police when appropriate. Family members also expressed confidence in raising concerns, highlighting a culture of openness and transparency.

Whistleblowing policies and procedures were clearly accessible, and staff demonstrated a good understanding of how to use them.

A staff member told us, “Safeguarding concerns will be reported to our deputy and manager and if the concern isn’t dealt with, we can and will take it further.”

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 provider demonstrated a strong commitment to workforce diversity, actively fostering an inclusive and equitable culture. Efforts to promote equality and fairness were evident in their approach to supporting all staff, regardless of background. Staff confirmed they worked in an environment where inclusion was prioritised, fairness was upheld, and their voices were genuinely heard.

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.

Governance processes had been strengthened, with clear improvements in oversight and accountability. When areas for development were identified, comprehensive action plans were created, and responsibilities were delegated to leaders across the home to drive progress. For instance, a medicines audit highlighted minor concerns, which were promptly addressed through targeted actions. Learning was consistently shared with staff through handovers, team meetings, and supervision, fostering a culture of transparency and continuous improvement.

Staff played an active role in service development, contributing to meaningful changes across the home. Additional checks were introduced to enhance health and safety, and care record reviews became more thorough and person-centred, ensuring that support remained tailored to individual needs.

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.

There was regular engagement with commissioners and visiting professionals, who spoke positively about the registered manager’s proactive approach. The registered manager also maintained open communication with families through regular meetings and updates.

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 provider had been responsive to our last inspection findings and immediately began to make improvements to the service.

Innovation was evident in the provider’s approach to service delivery. New practices and tools were introduced to improve person-centred care, streamline documentation, and strengthen health and safety monitoring. The management team remained responsive to emerging best practices and sector developments, adapting their strategies to meet evolving needs.