Union Supported Living

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 management team were passionate about delivering a high-quality, person-centred service. This commitment was reflected in the positive feedback we received.

Staff spoke positively about working at the service and felt well supported in their roles. One staff member told us, “I’ve been treated well, we have regular team meetings and individual meetings to check up on how we are doing.”

Processes to involve people and staff in developing the culture included seeking feedback through informal chats and meetings about the quality of care and service provided. Where suggestions were made, action was taken.

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.

Relatives knew who the registered manager was and were confident to approach them or the wider management team. Relatives told us they had a good relationship with the management and staff team. A relative said, “The team leader is brilliant, great communication and they manage the team really well.” Another relative told us, “I have regular contact with the managers and feel communication is good.”

Staff understood their roles and responsibilities and told us they felt supported by the registered manager and wider management team. One staff member said, “Our managers are supportive and have been flexible as well, if we need any changes due to childcare or illness."

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

Staff felt confident to raise any concerns with the registered manager or wider management team. One staff member told us, “We can speak to any of the managers, and they would act on our concerns straight away.”

The provider also held regular team meetings where staff had the opportunity to raise concerns and offer suggestions. The registered manager understood the need to be open and honest when things went wrong, in line with their responsibilities under the duty of candour.

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 registered manager demonstrated a commitment to fostering an inclusive workplace which respected, valued and protected all staff regardless of their background or identity, as required by the Equality Act 2010.

The management team promoted equality and inclusion within the workforce by supporting staff with flexible working requests to help them balance their work and home commitments.

Staff told us they felt included in decisions about the service and enjoyed working for the provider. One staff member said, “Yes, we are asked for our opinions and are involved in decisions, it’s a team process.”

The provider’s policies promoted equality and diversity, and a diverse staff team has been recruited to support people using the service.

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.

Effective systems and processes were in place to monitor the quality and safety of the service. This included audits of care records, assessments of staff competencies, and environmental checks to ensure people consistently received good care and achieved good outcomes.

The management team demonstrated a clear commitment to providing people with a high-quality service. They spoke passionately about ensuring people had opportunities to choose and participate in meaningful activities and learn new skills.

The registered manager understood the regulations and their responsibilities. For example, they were fully aware of the requirement to notify us about important events within the service without delay.

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.

Staff worked in partnership with health and social care professionals to ensure the person had the best outcomes for their health and wellbeing. This was confirmed by relatives and professionals who worked closely with the service.

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.

Staff felt supported by the management team and spoke positively about the values and culture of the service. One staff member told us, “The focus is very much on delivering a person-centred service which is right for the individual.”

The management team demonstrated a clear commitment to driving forward improvements to ensure people received a high quality, personalised service. Opportunities to share good practice and learning were evident through their engagement and joint working with a range of external organisations.

Staff recorded incidents and accidents. These were reviewed by the management team and action taken to prevent reoccurrence. Any lessons learnt were discussed in team meetings.