You First Support Services CIC

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 this assessment we have rated this key question 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 71 (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 that supported people to receive compassionate, person‑centred care in their own homes. Staff described wanting to do their best for people and demonstrated commitment to supporting their independence. Several relatives spoke positively about the values displayed by care staff.

Staff and relatives agreed that recent changes in the organisation and the management team had created some concern and instability. Senior managers acknowledged this but were clear change was necessary and important to enable the service to move forward and develop. There was a renewed focus on quality and compliance, and new managers were described as approachable and supportive. One staff member said, “I have found You First to be wanting to get the very best support for the people supported. I have complete faith in our managers wanting to do the very best by those we support.” A health professional told us, “I think You First are a very person-centred organisation who really live their values and so do their staff teams."

The new management team were inclusive leaders who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. They had the skills, knowledge, experience, and credibility to lead effectively.

Managers were committed to improving the service and were described by staff as supportive and more visible than previously. Registered managers understood their legal responsibilities and had begun to implement new ideas and systems and strengthening oversight of services. Staff told us communication within the management team had improved, with regular daily meetings to discuss risks, staffing, and “hot spots.”

One registered manager told us, “Everyone was welcoming when I started. I integrated straight away. Everyone is warm and friendly. You can work anywhere with any of the staff and feel welcomed."

People, relatives, and staff were encouraged to speak up, and they told us they felt able to do so. Relatives said they felt their concerns were taken seriously. Staff had safeguarding and whistleblowing training and understood how to report concerns. Records showed when concerns were raised, they were responded to.

There were many ways for people to speak up both formally and informally. Relatives told us people were encouraged to speak up if they were unhappy. One person said: “If I’m not happy, I talk to mum,” and their relative confirmed concerns were listened to and acted upon. This demonstrated staff and management considered people’s views and used them to guide care arrangements.

The provider promoted an inclusive culture, and staff told us they were treated fairly and with respect. The management team had begun strengthening training, policies and support systems to ensure expectations were clear and consistently applied. Staff reported feeling increasingly confident that concerns would be acted upon, and registered managers stated policies now applied to all staff equally.

Inconsistency in past decision‑making meant staff had not always felt able to challenge poor practice, particularly where concerns involved senior colleagues. The management team and the provider’s board members acknowledged this and had taken many steps to reinforce equality, transparency, and fairness across all levels of the organisation.

Relatives described positive, respectful relationships with care staff, and people told us they felt supported by staff who understood their needs. This reinforced that staff worked in ways aligned with the provider’s values.

The management team supported staff with diverse needs, encouraging them to be their authentic selves at work. For example, one staff member had told the provider, “Thank you for all that you have done to accommodate me. I would also like to say what a difference it makes to an individual who [was neuro-diverse] how you have always been attentive in understanding me. I've never had a manager quite like you.” Another staff member with diverse needs had reported their positive experience of being supported by managers in the provider’s newsletter. This helped to create an inclusive environment where staff felt valued and confident.

There have been many organisational, leadership and other staff changes. These had created challenges in maintaining consistency and stability for both people and staff. It had also had an impact on staff morale and confidence.

Relatives told us communication between management, staff and families was inconsistent. Frequent changes in managers meant some people did not know who was responsible for their care package, and important information was not always shared in a timely way. Communication was reported consistently as an area for improvement. This had been highlighted in staff surveys and feedback from people and families.

It was acknowledged positive steps had been taken to try to improve communication through tools such as staff updates, newsletters, and the advisory board. One staff member said, “You First have a member's board who meet up every 3 months and have introduced a regular newsletter that people supported can also add to. They have also introduced a new HR system for announcements, pay and leave which may lead to improvements in communication.”

New managers were now in post, and they were developing their relationships with people, relatives, and staff teams. One registered manager said, “I am out and about meeting people we support. I spend time with them and with staff. It is important to have relationships with people, being present and visible.” Work to improve communication throughout the organisation was ongoing.

Governance processes had been improved over time and new policies and procedures introduced. These helped to hold staff to account, keep people safe, protect people's rights, and provide good quality care and support. Overall, the organisational changes had brought a renewed focus on compliance and quality, with new managers bringing greater focus and oversight.

Overall, there had been many improvements made in the last 2 years. Embedding consistent management, communication and robust governance will be key to managing change effectively, maintaining improvement, and delivering high-quality, inclusive care.

The service worked collaboratively with other professionals to support safe, effective care. Staff knew who to contact when people needed urgent assistance or when concerns required escalation. There was a good relationship with health and social care professionals to ensure people received consistent, good quality care and support. The management team and staff understood the importance and benefits of working with other professionals.

There was also improving engagement with partners through the advisory board and external meetings.

The provider promoted a learning culture and was open about mistakes. The management team reflected on previous issues and had taken steps to improve policies, communication, and practice. Staff said communication within the management team was improving, including daily meetings, regular reviews and shared discussion of safeguarding issues, risks, and staffing.

There was evidence of reflective practice, improved use of action plans, and commitment to continuous improvement. People, relatives, and staff recognised recent progress and felt the service was moving in a positive direction.