Nomase Supported Limited

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 newly registered 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.

Staff told us the provider promoted a culture where the team work together to deliver care and support to people in a way that achieved positive outcomes for them. One staff member commented, “The director shares the vision and expectations clearly so we too can share the vision and culture with others. He talks about it in meetings and whenever he visits the services. He shares the care that we share.”

The registered managers and provider used various systems and processes to share the organisation’s values. These included regular team meetings, supervisions, appraisals and handovers. Staff told us the registered manager shared updates about changes at the service and people’s needs. Staff confirmed that a culture of openness was promoted in the service. We saw records of safeguarding allegations and incidents and accidents. These were addressed appropriately and shared with staff.

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 had a clear management and leadership structure; they had two registered managers who provided guidance and support to staff. Staff knew who to speak to if they needed support. They told us the registered managers, operations manager and nominated individual were approachable and available. One staff member mentioned, “[Registered managers names] are here most of the time. They check our work and help us if we need it.” Another staff member stated, “[Nominated individual] is very involved both with the people and staff. We know him well and we can speak to him. He visits often to check things, and he chats with everyone.”

Staff told us that they were involved and included in planning the service and were able to discuss matters freely and as a team they found solutions together. They said team meetings were used as learning opportunities as they reflected on various areas of their work and experiences which enabled them to improve their practices. One staff member commented that, “The provider challenges us to share our views. He tells us our voice counts. If you don't agree with him, he encourages you to tell him the reasons and what your opinions are. Many times, we have been able to tell him a different way out and he sees the reason behind what we are saying, and he agrees.”

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

One staff member told us, “I feel very comfortable to speak up about any concerns. I will raise it with the managers or director. Yes, I know how to whistleblow too.” Another staff member said, “The provider encourages and prompts us to speak up and to challenge him if we need to.”

The provider had a 'Speaking Up' policy. The registered managers and nominated people told us they were always open and accessible to staff and made staff comfortable to raise concerns freely. They also used staff meetings to encourage staff to speak up if they had concerns.

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 worked as a team and supported each other irrespective of their differences. One member of staff commented, “I feel treated with fairness. As a team we have different personalities, but we treat each other with respect. The nominated individual promotes teamwork. He deals with issues fairly if they are brought to him.” Another member of staff told us that flexibility is accommodated in the team to help staff work around their personal circumstances.

Staff were supported to develop and progress in their roles through training and professional development.

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 provider had a range of systems and processes in place to regularly assess and monitor the quality of care provided. These included audits covering health and safety, infection control, medicines management, and staff records, carried out by registered and operations managers. Additional measures such as spot checks, team meetings, and care reviews were also used to evaluate service quality. Improvement plans were discussed during staff meetings. For example, the importance of maintaining clear and factual reports was highlighted to the team to enhance the quality of report writing.

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 service worked in partnership with various organisations to deliver services for people including health and social care services and local organisations and services. One professional told us, “The service works in a cohesive manner with other professionals and agencies to meet the care and support needs of residents. They follow recommendations and tailor their approach accordingly. For example, I have seen evidence of collaborative working and communication with external teams to enhance the quality of care.”

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 actively sought ways to improve the quality of care delivered. Staff were offered relevant training and learning opportunities to enhance their practice. Staff meetings were used as a forum to reflect on incidents and review situations where things had gone wrong. Staff spoke positively about recent training, noting how it improved their understanding of the needs of the people they support. Meetings were also used to share updates and changes within the care sector. Additionally, the registered managers and operations manager were part of the local providers’ network, which they said enabled them to share learning and receive support from peers.