Head Office

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 for this service. This key question has been rated outstanding. This meant service leadership was exceptional and distinctive. Leaders and the service culture they created drove and improved high-quality, person-centred care.

This service scored 93 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service had a very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. The provider’s clear vision and strategy had people at the heart of the service which staff understood and supported. The culture of the service was extremely person centred, inclusive and empowering. Personalised care based on equal rights for all, was pivotal to the services beliefs and operation. This was bought about through the exceptional and clear leadership and through the values and goals shared by all. The provider and registered manager had put into daily practice clear passion and strong commitment which ensured people received the best service. The management team told us the provider was a values driven organisation. Key partners echoed the excellence of the vision, direction and culture of the service. One social care professional told us, "[The provider] is a truly person-centred service who have a positive approach to risk. The service is safe, the staff are skilled and they want to make a difference to people's lives."

The service 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.

The management team were passionate and enthusiastic about designing and delivering person centred care which was bespoke to each individual they supported. Leaders were exceptionally responsive to the needs of people and were able to describe how they overcame barriers to ensure people continued to thrive and develop through the support they received from the dedicated staff team. There was overwhelmingly positive feedback about people’s experience of the service. The inspection team noted that when they spoke to people’s family members and their representatives that they were overjoyed with the support people received. People told us clearly about the care, dedication and compassion from the staff teams who supported people. It came naturally from them. One person told us, “In my observations, everyone deserves a [provider] bespoke service."

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The provider valued and listened to the views of staff. Staff were given opportunities to provide feedback about the service and their opinion was valued. The provider promoted an open and inclusive culture which sought the views of people using the service, their relatives, and staff. Consistent dialogue with people who used the service and capturing their views and listening to their experiences helped to continuously improve the service they received.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. The service valued diversity in their workforce and worked towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us they had regular contact with the management team and confirmed the service was free from any discrimination or harassment. A member of staff said, “The support I have received from my managers and team leader is amazing. They have guided me and ensured my well-being is accounted for as well."

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. Clear systems were in place to monitor and review the quality of care people received. This helped to continuously improve the service and ensure people who received support were at the heart of the service and were able to live their best lives. Staff described a professional, well-led organisation which focussed on bespoke care that enabled people to achieve their goals and dreams. One member of staff told us, "[The provider] is truly the best. We all truly want to make the lives of the people we support the very best they can possibly be! It doesn't matter how impossible a person's goal may appear - they will be supported to achieve that goal (or as near to as possible). [The management team] are amazing as managers and so supportive to the staff team. I have worked in a number of very different health and social care settings at different levels, from support worker to manager and I can honestly say that working for [the provider] is the best decision I made!" Another member of staff said, "I like the idea of promoting independence in people’s lives. Also, the supporting activities which are planned for [people] is extremely well thought out and structured. I really admire the proactive approach by the [management team] as it makes us more confident in doing the work. It enhances the well-being of [people] as well as of support workers.”

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. The provider collaborated closely with local, regional and national stakeholders and partners to develop, review and evaluate the service to ensure it consistently met people's needs. The provider worked with people, their representatives and staff and built a culture which focused on enabling people to enjoy their lives. The provider delivered workshops and presentations at conferences so learning about the outcomes achieved could be shared with others so similar programmes could be developed in other areas and communities. Positive feedback included invitations for further presentations. One community partner said, “I’ve heard very good things about the presentation [Mae Mitchell Bespoke Management CIC] did to the Learning Disability Social Work Away Day and I thought it might be a really interesting project to bring and present at the National Commissioning Conference in December.”

The service had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research. The service had a culture of learning, improvement and innovation which was in line with right support, right care, right culture. Opportunities to learn from all incidents were taken and learning was shared across the organisation. People who received support were actively involved in the service and benefitted from the learning culture and continuous improvement service delivery. A member of staff told us, " [The provider] work in a truly person-centred manner. The care provided to each supported person is bespoke and the person is involved at all times. [The management team] spend time with the person during the referral process to talk to them, their families and people who know them well to find out as much about the person as possible - their likes, dislikes, history and goals. This information is used to create specific care plans. The person is involved in creating adverts for support staff and also in the recruitment process. This varies of course, depending on the individual, but at least two of the people we support watched introductory videos of staff to help them choose their staff team. [The provider] work closely with people to help them identify their dreams and goals and recognise that these are different for each person. [The management team] visit each supported person regularly and seek feedback from them. [The provider] also have feedback forms for family and friends. Meetings are organised with family and friends, where appropriate, and these help to ensure there is good communication." A social care professional told us, "If I could have [the provider] for all my clients, I would have a happy life."