ISSAC

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.

This is the first assessment of the supported living service. This key question has been rated 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 promoted a positive, person-centred culture that was reflected in the experiences of people, relatives, staff and partner professionals. There was a shared commitment to supporting people to live fulfilling lives, achieve positive outcomes and maintain as much independence and control as possible.

People experienced this culture in practice and spoke positively about the support they received. One relative told us, “In the last six months she has blossomed with the team…she is very, very seen and in control of her life.” Another relative told us, “My relative is happier and enjoying life more than she has ever done, she loves her home and staff.”

Staff understood the provider's values and demonstrated these through their interactions with people. Managers had created an environment where staff felt supported, empowered and accountable for delivering high-quality, person-centred care. This contributed to a stable workforce and helped ensure people received consistent support from staff who knew them well and were committed to promoting their wellbeing, independence and quality of life. Staff described a positive and supportive culture. They highlighted the quality of training, the difference staff made to people's lives and the supportive culture within the service. A staff member described colleagues as, “almost family” and an “incredible team of staff.”

Health and social care professionals also described a positive and values-driven culture. A professional told us, “In relation to ISSAC, their staff and management consistently demonstrate a level of professionalism and commitment that is genuinely commendable. I have worked alongside many care providers over the years, often in highly complex situations involving individuals with significant challenges and long histories of placement breakdowns. In every instance where ISSAC has taken over, the environment has become noticeably calmer, more structured, and far less chaotic. This shift has repeatedly contributed to more stable and positive outcomes for the people we support.”

Management were compassionate, approachable and highly regarded by people, relatives, staff and health and social care professionals.

Management staff were compassionate and well regarded by people, relatives, staff and health and social care professionals. They were visible within the service and actively involved in its day-to-day operation. During the inspection, 1 person received difficult news about their health. We observed the registered manager was visibly moved by the impact this had on the person, which reflected the genuine empathy and compassion they showed towards people.

There was a clear management structure in place, which supported effective oversight and accountability. This included the registered manager, who was also the nominated individual, supported by an assistant manager and a range of dedicated roles, including a quality and compliance manager, medicines officer, HR and finance team, training and assessment manager, and care coordination staff. Each role contributed to the smooth running of the service, with clear responsibilities for governance, staff support, training and care delivery. This structured approach supported effective communication, timely decision-making and consistent monitoring of quality, helping to ensure the service remained responsive to people's needs.

Health and social care professionals spoke highly of the management team and their collaborative approach. A professional told us, "From a management perspective, they are consistently responsive and solution focused." They described communication as timely, clear and constructive, explaining this supported effective multi-agency working and enabled people to receive support without unnecessary delay.

Relatives also expressed a high level of confidence in the leadership of the service. A relative told us, "The commitment of management is exceptional." They described managers as strong advocates who worked tirelessly to ensure their family member received the care and support they needed.

The provider fostered a positive and open culture where staff felt able to speak up and were confident their views would be listened to. Staff told us they felt comfortable raising concerns, and people and their relatives also said they were able to speak openly.

The service was a family-run organisation, with family members working within the team. Staff told us this did not impact on their ability to raise concerns, and they felt any issues were addressed appropriately and fairly, regardless of who was involved. This demonstrated a culture of openness, fairness and accountability across the service.

The provider promoted an inclusive and fair workplace and supported equality and diversity within the staff team.

Staff spoke positively about the support they received from managers and told us they felt listened to and respected. A staff member said, “We are very team orientated and have open communication. [Names of managers] are always at the end of the phone and very supportive.”Staff told us they were encouraged to share ideas, raise concerns and seek guidance whenever needed, helping them feel confident in their roles.

The provider supported staff development and wellbeing through a range of initiatives. Staff were able to develop their knowledge and skills through training, funded qualifications and career progression opportunities.

Whilst the provider had governance systems in place to monitor the quality and safety of the service and drive improvement, these had not always been fully effective in identifying and ensuring all regulatory requirements were consistently met. Notifications to CQC had not always been submitted in a timely manner. In addition, some areas of documentation, including records relating to the Mental Capacity Act 2005, required further strengthening to promote consistency. We also found recruitment practices were not always sufficiently robust.

These issues had not impacted on the quality of care people received. The provider's systems and processes continued to support the delivery of high-quality, compassionate and person-centred care. The registered manager was receptive to feedback throughout the inspection and took prompt action to address the areas identified.

The provider understood the importance of working collaboratively with partner agencies to ensure people experienced coordinated, seamless and effective care. Staff worked closely with health and social care professionals to share information, respond to changing needs and achieve positive outcomes for people.

The registered manager recognised the value of strong multi-agency relationships and stated, “Multi-agency working is integral to providing quality care. Good relationships are paramount with the individuals we care for. The forging of these relationships has been beneficial for the organisation, staff and individuals, as well as providing partner agencies with an insight into our work.”

Health and social care professionals consistently spoke positively about the provider's collaborative approach. A professional told us, “ISSAC has proven to be a reliable, professional, and collaborative partner. Their approach supports positive outcomes for service users but also enhances the effectiveness of the wider professional network.”

Systems and processes supported learning and improvement within the service. Staff supervision, meetings and spot checks provided opportunities for reflection, discussion and oversight of practice. These processes enabled managers and staff to identify learning, share good practice and address any areas for development, supporting the continued delivery of high-quality care.

Relatives spoke positively about the provider's commitment to developing and improving the service. One relative told us, “The company is committed to continuous improvement because the management team are incredibly committed to that and staff are reflective practitioners.”

Health and social care professionals also highlighted the provider's culture of accountability and learning. One professional told us, “While no provider is without fault, ISSAC distinguishes itself through its accountability. On the occasions when issues arise, they do not hesitate to acknowledge mistakes, address them promptly, and implement measures to prevent recurrence. In my experience, unresolved problems tend to escalate when left unaddressed; this is not something I have encountered with ISSAC.”