80b Randall Avenue

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 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. Leaders and the culture they created assured the delivery of high-quality care.

This service scored 79 (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 told us they felt valued and that their wellbeing was prioritised. One staff member shared, “Management is very open,” highlighting the provider’s commitment to openness and supportive leadership. The direction of the service, staff development, and teamwork were discussed in both management and team meetings, ensuring alignment across the organisation and a collaborative approach to continuous improvement.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

Leaders were visibly present within services, maintaining oversight of day-to-day operations and ensuring they remained connected to staff and the people they supported. A staff member shared, “Management comes in every day to see how things are,” reflecting a hands-on approach that fosters trust and accessibility.

Leaders spoke with passion about their motivations for working in care and articulated a vision for the future of the service. They possessed the skills, knowledge, and credibility to lead effectively, with backgrounds in mental health and a strong commitment to ongoing professional development. This enabled them to bring fresh ideas and evidence-based practices into the service.

Feedback from staff and relatives consistently described leadership as “supportive” and aligned with the core values of the organisation. This culture of inclusive and values-driven leadership helped create a positive working environment and ensured that care delivery remained focused on dignity, respect, and continuous improvement.

Inclusive and values-driven leadership had a positive impact on the people they supported by fostering a culture of trust, dignity, and continuous improvement, ensuring that care was consistently person-centred, responsive, and grounded in compassion and expertise.

The provider fostered a positive culture where people knew they could speak up and their voice would be heard. The provider fostered a strong culture of openness and psychological safety, underpinned by a clear reporting and whistleblowing policy.

Staff confirmed they felt confident raising concerns, knowing they would be listened to and that appropriate action would follow. A staff member shared, “Management is very open. We’re free to report concerns, and they take action quickly,” while another added, “We can be open in team meetings. In one-to-one’s, staff are open too.” These comments reflected a workplace where transparency was actively encouraged and supported.

Leaders were described as approachable and receptive to feedback, creating an environment where staff felt heard and valued. Staff consistently reported that their suggestions and concerns were taken seriously and often led to meaningful changes. This open culture not only promoted trust and accountability but also contributed to continuous improvement across the service.

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. For example, flexible working arrangements were offered to support work-life balance, enabling staff to manage personal responsibilities alongside their professional roles.

This approach helped foster a respectful and supportive working environment where staff felt valued, included, and supported to fulfil their duties.

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 systems were well-established and used to monitor service quality and safety. Where risks or issues were identified through auditing, the provider developed clear action plans and ensured these were addressed in a timely and effective manner. This approach demonstrated a strong commitment to continuous improvement and sustainability in care delivery.

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.

People’s care records showed clear evidence of communication with multi-disciplinary professionals regarding specific issues affecting their care. Care staff were well-informed about the external professionals involved in each person’s support and took appropriate action to report concerns or changes when needed.

For example, a staff member described a situation involving a person on specific medication that required close monitoring, regular blood tests, and awareness of symptoms that might indicate the need to contact the clinic. Staff were trained to recognise these signs and understood the protocols for escalating concerns.

This collaborative approach ensured that care remained responsive, coordinated, and person-centred, with professionals working together to support people’s health and wellbeing.
 

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.

Staff development was prioritised through both external training opportunities and in-house sessions led by the service’s counsellor. These covered key areas such as dementia and autism, helping staff build specialist knowledge and confidence in their roles.

Team and management meetings were used to discuss learning and identify areas for improvement, and leaders consistently expressed their drive to explore new and creative ways to enhance the service and improve people’s experiences.