Telford Hall

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.

Information and updates were shared with staff in staff meetings, supervisions and handovers. Meetings were used as an opportunity to keep staff informed of expected standards and shared learning as well as an opportunity for staff to raise any concerns. A member of staff told us, “I have supervisions and appraisals, and management are approachable so I can speak to them anytime if I need to.”

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 were positive about the manager who had been in post since May 2025. A member of staff said, “[Name of manager] is brilliant and is very approachable.” Another member of staff told us, “I can see the improvements [name of manager] is trying to make and see they are having a good influence on the service and the team.” The manager was knowledgeable about issues and priorities for the service. They understood their responsibilities and were supported by the provider enabling them to deliver good and effective care.

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

People told us they would raise any concerns they had with staff. A visitor told us, “I have no concerns at all. Everything is lovely. If I had concerns or if something needed doing, I would just ask the staff, and it would be done.” A relative told us they had made a complaint and, “the manager held their hands up and apologised this was happening and it hasn’t happened since.”

There was a whistleblowing policy in place which was understood by staff. There was also a Freedom to Speak Up Policy which encouraged staff to raise any concerns they had regarding how people and staff were being treated by others. There were out of hours contact details for staff. Staff views were encouraged through regular meetings, supervisions and feedback surveys.

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 culture of the service was continuously reviewed through regular meetings, supervisions and feedback surveys. Staff received training about equality and diversity, and the provider had policies in place relating to equality and diversity. Staff told us they were treated fairly at work. A member of staff said, “I feel really supported in my role. I had to have urgent leave after a bereavement, and the management were really supportive.”

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.

There was a clear management and staff structure where staff were aware of their roles and responsibilities and put these into practice. The provider ensured they had a good oversight of the service through their senior management team who monitored and supported the service. There were audits and checks in place which were effective in identifying shortfalls and driving improvements.

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 the management team were open and transparent, and they collaborated with all relevant external stakeholders and agencies. The service worked in partnership with health and social care professionals to achieve good outcomes for people. The manager told us they were able to phone healthcare professionals to ask for advice or request a visit because they had built a positive working relationship.

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.

There were systems in place to learn from accidents and incidents. Staff told us if things went wrong, the issues were discussed with staff during team meetings and individual support and supervisions. Staff told us how they contributed to making improvements to the service. They told us their views and ideas were encouraged and listened to. For example, the manager increased staffing levels following feedback from staff. The service promoted learning and development to all staff. They kept up to date with all relevant changes and communicated these effectively to their team.