FitzRoy Supported Living - Uckfield

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 Requires Improvement.

At this assessment the rating has changed to 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 management team that included the deputy manager had established leadership that fostered a stable and inclusive culture. Both staff and people had benefited from a transparent and honest approach that developed trusting relationships. Staff felt well supported and part of a caring team. One said, “The culture here is good we all get on so well and all act professionally, best team ever now. We all support each other.” Another said, “I find it’s a real positive experience working here.” A third said, “The manager listens and trusts me.” The registered manager said, “It’s an amazing team they all care so much and want the best for people.”

Staff demonstrated a commitment to person centred care that held up people’s individuality and rights. Staff respected and valued each other and complemented the way colleagues treated each other. A staff member said, “I love working here with this team, so supportive and kind to each other.”

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 service has a stable effective management team. The registered manager has a good oversight of the service including the care needs of people and was available to staff when needed. The deputy manager leads on the daily management of the service working closely with staff members. They led by example and demonstrated a caring and compassionate approach. Staff appreciated their approach and the support they provided. Relatives said, “Staff do over and above especially the deputy manager they are very caring,” and “The deputy manager is approachable, and I have a good relationship with him.” The deputy manager had formed trusting and respectful relationships with people and their families. Comments from relatives included, “They respond quickly to emails and does not hesitate to get back to you to let you know what is happening and why,” and “I know they are not hiding anything he is open and honest.”

Visiting professionals were confident with the leadership of the service. They told us the managers were available, easy to work with, knowledgeable and committed to providing the best support and care to people. One said, “The managers ensured all key information is taken and filtered down to all staff to ensure effective care. They always advocated on behalf of people.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us they were encouraged to be open and share their views on a regular basis. All staff had a valued voice and view. Staff had open access to the deputy and registered manager and had spoken to them often. We observed a relaxed and pleasant relationship between all staff, all able to share pleasantries and a joke. One staff member had come to the service even when not working and chatted to people and staff in a friendly relaxed way. Staff spoken to told us, “I am always listened to and can share my thoughts with any of the managers.” Staff surveys were used to gain staff views, and these can be completed anonymously. A whistle blowing procedure was available to staff to access.

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.

Staff were happy working for the organisation and said they were treated fairly, and they felt valued in their roles. They felt they were part of a strong team that looked out for each other. Staff were well motivated and proud of their work and the team they worked with.

One staff member reflected on the team saying, “The team is a good mixture of different people. We are all individuals with different backgrounds; we all treat each other in the same way regardless of anything.”

The managers were committed to promoting equality and inclusion across the workforce. Staff told us their personal circumstances were respected. For example, one staff member told us that due to matters in their personal life, adjustments had been made to enable them to continue to work. The team was multi-cultural, and the deputy manager told us how they ensured everyone felt included. For example, he recognised that some staff had beliefs that influenced certain working times, dietary needs and activities. He made sure these were accommodated and respected. This showed an empathy towards all staff, their individual backgrounds and how these may impact on their time at work.

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 managers were visible, knowledgeable and supportive, they in turn were supported by an operations manager along with a quality manager. There were clear arrangements for accountability and a range of audits were completed across the service to monitor quality and identify areas that could be improved. This included an assessment using the CQC quality statements. These monitoring systems were reviewed by the operations manager and actions were then taken to address any areas for improvement. For example, any improvements to the environment needed were recorded and followed up with the housing association.

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.

Staff and managers were positive about the links they had established with local health and social care teams. They were able to contact them proactively to gain the support and advice they needed to the benefit of people. For example, a relative told us, “They have arranged for X to be admitted to a hospital near me if needed so I can get to see them more easily. This is good for me and them.”

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 told us they were encouraged and supported to develop their roles and undertake further training. One said, “I am able to extend my role, I am being supported to lead a shift.” Another told us how they were being supported to undertake a management in care course.

The deputy and registered manager were open and responsive to findings during our assessment and acted immediately on any areas of improvements we identified. For example, ensuring all paper towel dispensers were working and had towels in them. They were passionate about providing person centred care to people and had plans to improve people’s experiences further. They were working with the local authority to review staffing levels and extra individual time.