Wakefield Supported Living

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 good. At this assessment the rating has remained 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 provider had processes in place to regularly engage with staff and disseminate information regarding the values, areas of success and future plans, these included regional newsletters and regular supervision sessions.

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 provider had a programme for staff to train and gain experience in leadership roles to develop their careers within the organisation, in line with the providers values. A staff member told us, “The service is a good happy place, where people get the support they want and need.” Another staff member said, “The manager is brilliant, I feel supported in my role.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had processes in place for people to raise concerns. Staff had access to managers and also a whistleblowing phone number should they wish to utilise this. Staff told us they felt comfortable raising concerns and knew how to do this. A staff member told us, “I would speak to my manager or the on-call if I needed to report something, we have a list of people we can contact.”

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 evidenced reasonable adjustments that had been made to support a member of staff with neurodiversity, this included the provision of specialist equipment. The provider actively sought to understand the demographic of its staff group and had an equality and diversity strategy in place to create an equitable and inclusive workplace.

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. The systems and processes in place ensured that there was effective oversight of risk, and where auditing highlighted areas for improvement, these were acted on promptly. Managers and staff understood their roles and responsibilities.

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. Leaders had worked with people, their representatives and staff to build a culture that focused on enabling people to enjoy their lives and live as independently as possible. The provider actively worked with health and social care professionals to achieve the best outcomes for people. For example, a speech and language therapist had worked with the service to arrange training with staff following a change in needs of a person.

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. The provider ensured that accidents and incidents were recorded and acted upon, with analysis taking place to learn from and reduce future incidents. Staff felt listened to and told us they could make suggestions for change in the organisation. A staff member told us, “They (the provider) are imaginative and are open to new ideas.”