Future Home Care Limited (Mansfield)

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 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 82 (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 values of the organisation were displayed prominently around the staff hub and staff we spoke with understood what they were. One staff member told us about the culture of transparency and said, “The staff have been very open and honest with me. It isn't a culture of hiding things, so people don't get in trouble. It is talked about here.”

We saw documentation which recorded staff actions which demonstrated they lived the organisational values, and this was reflected through their practice.

The shared direction of the service ensured each individual person was at the centre of their support.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

We spoke with members of the management team who talked about “leading by example” when it came to demonstrating the culture and values of the service. Staff we spoke with supported that the registered manager had the skills, knowledge and capability to lead the team with integrity. One staff member said, “[Registered manager] is full of knowledge and anything you need to know, [name] knows it.” We also received feedback from an external partner who gave feedback about the leadership at the service who said, “[Registered manager] absolutely leads the team from the front and is in the process of building and sharing this knowledge with wider team members”

Throughout the assessment process the registered manager was open and honest and communicated about the people supported, and the staff team with respect, passion and honesty and clearly demonstrated the depth of knowledge they had about people living at The Maples. The registered manager demonstrated proactive leadership by researching and seeking expert guidance whenever they identified gaps in their knowledge, ensuring they were fully informed about specific health conditions and best practices to enhance the quality of care provided to people. Their leadership meant the service was focussed on how they could enable people to live a good, ordinary life as part of their community which was evident from people’s daily records and planned activities.

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

People and staff at the service were encouraged to speak up and felt they would be listened to and action taken to address anything raised.

There was information displayed on site with contacts internally and externally to raise concerns to and the provider had a current supporting policy document.

This meant people had opportunity and confidence to speak up about concerns and that their concerns would be heard and responded to.

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 had an appropriate equality, diversity and inclusion (E.D.I) policy in place and staff completed E.D.I training.

Staff did not highlight any concerns to the inspection team, and we made no observations that raised concerns regarding the fair and equitable treatment of staff.

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 model of care used at the service was in line with current best practice guidance right support, right care, right culture. Leaders and the staff team understood the importance of people being supported to live as independently as possible in accommodation that was genuinely their own. People could choose who supported them in their own homes and we saw documentation that supported with staff matching to meet people’s needs and preferences.

The provider had defined roles and responsibilities, and staff were clear about this. The registered manager and leadership team understood their responsibilities in assuring good quality care and the governance processes used to support this which included having oversight of the digital platform used for recording people’s personal data and records.

These ways of working supported with the good governance of the service and people receiving good quality care and support.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information with partners and collaborated for improvement.

Documented evidence showed how leaders had worked with people, their representatives and staff to build a culture that focused on enabling people to enjoy their lives. For example, we saw a number of documents which evidenced discussions with people to build on activities they wanted to try and how they would achieve this.

Feedback from partners about their working relationship with the registered manager and team at The Maples was overwhelmingly positive. One visiting professional said, “[Registered manager and staff are] open and transparent in information sharing.”

This proactive, collaborative approach meant people could actively contribute to shaping the care and support they received and people with the right expertise were engaged to support to drive positive outcomes for people.

The leadership team had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

We saw examples of how information, including recorded incidents, were reviewed and the findings used to identify patterns and improved ways of working to support people to enjoy a full life. We saw team meeting minutes also explored learning and improvement and staff told us they were able to contribute to discussion. One staff member said, “They [registered manager] will ask our opinion of how it could be done better. There is always team input in any new big decision.”

Lessons were also learnt from positive outcomes for example, we saw a review of the reduction in a specific type of medicine for someone how this was achieved and learning and reflection from this positive achievement including how this impacted the person, for example increased ability to participate in everyday activities improving their quality of life. This was also in line with STOMP which the learning goal had identified.

Assistive technology had been implemented in some people’s homes to support with their independence and provide less intrusive support. One example was a discreet digital monitoring system which used sensors to alert staff to when people were moving around their home whilst staff were not physically with them. For example, an alert was triggered when a person got out of bed. This meant the right level of support could be provided at the time when the person needed in which was less intrusive than having staff with the person throughout the night.

The wider organisation had carried out pieces of work to deliver on people’s quality of life and positive outcomes. For example, we reviewed the organisation “Restraint Reduction” audit report which, using digital systems implemented by the provider, had monitored the use of restraint in services and seen a reduction in this through engagement with PBS practitioners and consistent training while identifying diagnosis specific staff training which would positively benefit people.

These innovative practices aligned people’s care and support to current best practice guidance right support, right care, right culture and built a culture that focused on enabling people to enjoy a full life.