Housing 21 - Fountain Court

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 service promoted a culture of positivity, respect and shared responsibility. The registered manager was actively involved in the day-to-day running of the service, supported by a strong management team, which contributed to positive outcomes for people.

Staff told us they felt part of a team at Housing 21 - Fountain Court. A staff member commented, “We are like a family, and I am proud to work here.”

The registered manager told us the provider was supportive and regularly visited the service to have meetings with the management team and the people living at Housing 21 - Fountain Court.

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.

Staff felt management were supportive and found the registered manager to be approachable. A staff member said, “[Registered manager] is great, they know if something isn’t right with you personally and will always take the time to talk to you and offer support.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
Staff said they felt comfortable to raise concerns and had the opportunity to do so. Staff said they felt listened to and were confident that any concerns they did raise would be dealt with appropriately.

The provider had an up-to-date whistle blowing policy which explained what whistleblowing is and what responsibilities staff and the management have.

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 told us they felt valued and respected by the registered manager and the provider.

The registered manager actively promoted equality and respect through daily interactions with staff members, supervision, and an open-door approach. Strong teamwork and mutual respect were evident. Staff felt meaningfully involved in discussions about safety and the delivery of care.

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.

Governance systems were effective, providing clear oversight of the service. Defined roles and responsibilities within the management team ensured accountability for the monitoring and quality assurance of the service. Regular audits were completed and used to identify actions to improve the service.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborate for improvement.

Staff and management were open and transparent, and they collaborated with all relevant external stakeholders and agencies.

Health and social care professionals were complimentary about Housing 21 - Fountain Court. A professional commented, “All the people who live there are treated kindly from what we have seen, it seems to me to be a lovely place to live from what I have witnessed.”

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 and leaders demonstrated a strong understanding of how to drive and sustain improvement. Their approach was consistent and evidence-based, with a clear focus on measuring outcomes and evaluating impact.

Leaders welcomed feedback and could clearly demonstrate the actions taken in response, including where this had led to improvements in the service.