Support for Living Limited - 43 Shirley Gardens

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.

There was a positive and person-centred culture. People enjoyed living at the service. They felt their needs were always considered when staff made decisions. They got on well with staff. A person commented, “It is a good home. We have nice relationships with everyone.” Staff were supported and enjoyed working there. A staff member said, “I am very happy. The manager is great. Training and support are good. We work as a team to encourage independence and support people.”

There were capable, compassionate and inclusive leaders. The registered manager was experienced and had worked at the service in different roles before becoming the manager. They had a qualification in care management and worked closely with other managers in the organisation to share ideas and information. People using the service, staff and relatives told us the registered manager was approachable, supportive and helpful. Comments from staff included, “[Registered manager] is so understanding and caring”, “[Registered manager] makes sure we all work together in peace” and “My manager is very supportive.”

There were systems to enable staff and others to speak up when they felt something was wrong. Staff told us they knew what to do if they had concerns and felt confident speaking up. The registered manager was open, honest and transparent. When something went wrong, the provider apologised to people and explained the actions they were taking to prevent this happening again.

There were policies and procedures to support workforce equality, diversity and inclusion. Staff told us their individual needs and diversity needs were respected. The registered manager supported staff with flexible working arrangements.

The registered manager explained that they recruited staff from a range of diverse backgrounds to reflect the needs of people they supported.

The provider created several wellbeing groups for staff. These included a menopause group, LGBTQ+ (Lesbian, Gay, Bisexual, Transgender and Queer) group, groups for different cultures, religions, neurodiversity and disabilities.

Staff and people using the service celebrated different festivals and special events.

There were effective systems for monitoring and improving the quality of the service. The registered manager and staff carried our regular checks and audits on different aspects of the service. Senior managers and the organisation’s quality team conducted their own audits. There was a clear action plan when areas for improvement were identified. People using the service and staff shared their views with the provider and these views were used to assess people’s experience and fed into the quality assurance systems.

Staff worked in partnership with other professionals to ensure people received holistic and joined up support which met their needs. They supported people to access a range of services and had effective systems of communication with healthcare teams.

There were systems to learn and to improve the service. The provider conducted a range of audits and obtained feedback from stakeholders. They responded to the outcome of this and made improvements to the service when needed. Staff undertook regular training and were given information about good practice and legislation.

The registered manager and staff team regularly met to discuss how well the service was meeting different standards of care. They reflected on case studies and used these to help plan changes they wanted to make.