Flexible Support Options Ltd, Shiremoor Farm House

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 inspection we rated this key question good. At this inspection 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 79 (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’s organisational values were in alignment with the CQC’s ‘right support, right care, right culture’ guidance.The provider and registered manager had put into daily practice clear passion and strong commitment to ensure people received the best service. People were at the heart of the service. Staff listened to people and respected their decisions.

The ethos of person-centred support and enablement was embedded within the service and the belief that people had a right to live a fulfilled life and be supported to achieve their potential. People were encouraged to be involved in the running and development of the service. For example, people who were interested, were supported to be involved in appointing their staff team. This meant people had some ownership, involvement and influence in the selection of staff who were employed to provide care to them. People had access to accessible policies, procedures and support plans, which were readily available to them and discussed in meetings. Some people were involved in health and safety checks in their property which gave them more understanding and awareness about safety. New staff received support and training which helped them to demonstrate the provider’s values in their daily work with people. Staff were proud of their caring approach towards people and believed strongly in the values of the service. Their comments included, “It is the best organisation I have worked for”, “Work is very rewarding” and “The organisation puts people at the centre and values staff as well.” A relative commented, “I think the organisation is outstanding in its care and consistent approach.”

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 and registered manager were genuinely interested and eager to explore the dreams and aspirations of all the people that used their service so they could set about making plans and actions for people to achieve their goals. Relatives’ comments included, “Getting the right stable management team is really important and I feel they have the right mix" and “I feel the management is very good and put the service users at its core.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was a clear whistle blowing policy. Staff could raise concerns, and written information was available on how to do this. Staff meetings took place, and staff had the opportunity to share comments and give feedback. A staff member commented, “We are listened to and can discuss any issues. I think management are very approachable.” People were informed of the complaints procedure when they started to use the service and at meetings.

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 were able to ask for reasonable adjustments to be made to their working patterns for specific needs, for example to incorporate family commitments.

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 share this securely with others when appropriate. Regular audits and checks were carried out in the main areas of the service, such as, around care records, health and safety and staff practice. Audits showed action was taken where areas of improvement were identified. The registered manager was aware of their responsibilities regarding the Duty of Candour.

The service understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborate for improvement. The management team were positive about their links with local partners and health and social care teams. They expressed an open, positive attitude to receiving support and understood how and where they could access support from. A professional commented, “I find managers and staff to be receptive and responsive towards guidance and support. There is a willingness to learn and understand.”

The service 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. This included constantly reviewing staff skills and ideas, and ensuring staff worked with people at the persons chosen rate. Staff were supported to develop and enhance their skills continuously, with opportunity for open discussion, further training and future career options available. The provider and registered manager actively networked with other services, the local authority, accessed learning resources and kept up to date with changes in the social care system and best practise. This was evidenced through quality practises over a sustained period of time and a continuous achievement of people's goals at their pace.