Real Life Options - Long Eaton Supported Living and Outreach

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.

This is the first assessment for this service. This key question has been rated 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 implemented policies and procedures to ensure people were valued, were supported to live as ordinary life as possible and their individuality was recognised. The management team led the staff in line with the organisation’s commitment to enable people to achieve their potential.

Service improvement plans identified the areas for improvement and recorded progress to achieving these. These were reviewed by senior managers before being signed off. Staff were committed to the values of the provider and were proud to work for them. One member of staff told us, “I am most proud of making a difference, seeing the progress people make, supporting people in moving on.”

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 responded to feedback and implemented changes to the local management team. This was demonstrated as effective to improve outcomes for stakeholders. All members of the management and staff teams engaged with this assessment openly and honestly.

One person explained to us how it was important to them to know who was going to be supporting them. The implementation of reliable staff schedules resulted in staff being able to plan with the person to identify which staff would be with them on each day. One member of staff told us, “[Name] has ownership over their routine and is more relaxed now they know which staff will be supporting them.”

Staff were able to identify improvements for themselves and the people who received support. One member of staff told us, “Staff now work as a team, there is always support available, no one is left out. Staff are involved, they are encouraged to ask questions and report any concerns and queries, they are heard and listened to now.”

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

The provider implemented policies and procedures to support staff to raise concerns. Staff understood how to raise any concerns they had and were confident these would be addressed. Staff told us they felt comfortable in seeking support from the managers and were confident to share any issues within the team. One member of staff told us, “Whole staff team meetings happen now, we get chance look at how to improve and benefit the people we support.”

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 implemented policies which promoted equality and diversity in the workplace. Staff were given opportunities to develop through planned supervision, staff meetings and training.

The provider understood the importance of ensuring people were respected and treated fairly in the workplace. Staff felt valued by the provider. One member of staff told us, “I adore my job, I just love it. I have had the best training opportunities. Staff help each other and the team is supported by the best managers. There is always someone to help, we help each other and I feel part of a team.”

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 usually shared this securely with others when appropriate.

The assessment identified where minor improvements could be made to the provider systems to promote consistent up to date records and a fully robust notification system. The provider acknowledged the feedback during the assessment, taking action to rectify the issues identified and identify actions to take to reduce the risk of recurrence.

The provider had systems in place to audit and monitor compliance. Staff understood their responsibilities to complete audit records and report areas of non-compliance for actions to improve. Records were completed to evidence this and the checks completed by senior managers. Service improvement plans were in developed, updated and reviewed recording where actions/improvements were completed.

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.

The management team understood the importance of collaborative working and developed good working relationships with professionals involved in the service, for example, social workers, district nurses and SaLTs to ensure good outcomes for people. One professional told us, “Over the last 18 months, particularly since the change in management, I have seen a positive change in both the culture and overall approach of the service. Communication with professionals has improved considerably and there seems to be a much greater willingness to work collaboratively to address issues and find solutions”.

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.

The provider had systems in place to learn lessons and drive improvements. The electronic systems in use supported managers to analyse learning from areas such as accidents and incidents, complaints and safeguarding. The provider service improvement plan captured the areas being developed within the service, including feedback from stakeholders.