LDC 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

LDC Supported Living had instilled a culture of care in which staff were truly valued and promoted people’s individuality, protected their rights, and enabled them to develop and flourish. The management were visible in the service and had taken a genuine interest in people with a strong desire for people to live their best possible lives. Managers led by example and actively participated in people’s support encouraging them to achieve goals and gain greater independence. The systems and processes had improved to allow effective management of the service. LDC Supported Living showed great flexibility, creativity and innovation in their service provision which had resulted in people being supported to achieve fantastic outcomes and great achievements.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff and leaders were very positive about the culture at LDC Supported Living. The staff we spoke to clearly reflected LDC values particularly of commitment, respect and excellence which were fully embedded in practice. One staff member said, “Fantastic company to work for…The policy with LDC is person centred it is what they want, they promote independence of the service user.” Those who interacted with LDC Supported Living echoed this positivity. Relatives described LDC Supported Living’s culture as “open and approachable.” Professionals working with LDC Supported Living were extremely positive about the culture and approach taken by caring individuals and teams to support people to have the best possible care which met their needs fully. There was clear flexibility alongside persistence to ensure people were at the centre of their support. The clear message from LDC Supported Living was 'everyone is unique, everyday is special.’

The culture of LDC Supported Living began in the interview process, questions reflected the values and input from people during the interview ensured staff that were employed carried the company values. People’s feedback was taken onboard about potential new starters when considering offers about employment. The management team ensured the culture and direction was shared with staff at all levels for example through values training and reflective processes. LDC Supported Living were open to and provided opportunities for feedback from people, those important to them and staff.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff told us they understood their roles and responsibilities and they felt the service was well managed including people’s care and their own employment. They had opportunities to feedback about the service and felt their views or concerns were acted on. The management told us they kept up to date with their mandatory quality frameworks and recognised best practice.

There were various systems and processes in place to support good governance within the service. There were various quality assurance processes and audits in place to help assess and improve the quality of the care being delivered. We saw information was communicated across all staff and teams which supported the service to be well managed. For example, newsletters gave updates on business, staffing and shared positive experiences and people’s achievements.

People experienced joined up care and support as LDC Supported Living worked in partnership with relevant partner agencies and professionals. People were supported to be a part of their local communities and to maintain relationships with those important to them. People visited their local swimming pool, gym, football matches and went out for meals. People also attended local health care services for appointments.

Staff and managers understood the need to work in partnerships with multi-disciplinary teams to provide people with the best care that they could. They worked with key organisations to provide joined up care. Staff told us, “We have regular visits from professionals.”

Feedback from partners was mostly positive and referred to how well LDC Supported Living had worked with other professionals. One professional said, ‘we felt like we were working in partnership with you to try and have the best outcome for [person].’ Another said, ‘The management were very approachable and understood much of the conflicting needs which we were trying to address. They worked effectively and efficiently with myself and my colleagues.’

LDC Supported Living engaged with partner agencies, other professionals, people and those important to them to provide holistic care and support. They also established themselves as an able and inclusive provider.

Management told us they were passionate about ensuring equal opportunities and outcomes for people. They told us how they had innovatively involved people fully in the running of the service including in recruitment, staff training and working in the head office. Management had continued to support developments as people had asked for their own staff meeting and came up with their own agenda. Further improvements were planned as people wanted to be able to get food while at work as they saw LDC Supported Living staff doing this so a café in the building was being considered. Staff were eager to learn and to improve the service. They reflected on the support they provided to people and encouraged improvements in people’s support. Staff gave an example, “I raised about the food we were buying food and I raised there should be more input from [person] and now we buy food [person] likes and ask what [person] wants to eat.” Staff told us they felt listened to and that their feedback was valued and acted on.

LDC Supported Living had a culture of continuously trying to improve support for people, staff, the organisation, and engagement with the wider community. The systems and processes within LDC Supported Living provided opportunities for reflection and feedback from all who interacted with the service to promote great care. There was huge commitment to delivering ideas in a way that had fantastic impact for people, staff, and the community. For example, there had been occasions where members of the public had intruded on people’s care so management created cards that staff gave to the public with contact details for LDC Supported Living to redirect them rather than detract from people’s care in a way that promoted people’s dignity. LDC Supported Living had also won an award for their innovation for their ‘Meet and Mingle’ which had reduced social isolation for many of the people they support as well as others in the community through the development of friendships and a relationship. A person had proudly told us about their relationship which they were very happy about.