Homely Supported Living Ltd

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.

The provider held regular staff meetings to establish a shared direction and a positive culture. At these meetings, leaders provided service updates, while staff shared feedback and actively participated in discussions. Meeting topics included training and development, staffing and safeguarding. A relative told us, “It always delights me when people go above and beyond for people with learning disabilities. They recently did a sports day with all their different homes which was really nice; there were a lot of people and service users with different abilities and learning difficulties. It was a mix of people and very inclusive.”

Staff reported a culture of collaboration, where they felt listened to and open communication had been encouraged. A staff member told us, “The culture is very open and transparent. Everyone helps each other.”

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 management team knew people well and were committed in improving the service to ensure people received high quality care. The service had two registered managers that supported each other and the staff team.

Staff were positive about the management. A staff member told us, “The managers have been amazing, they are very helpful. They give us good training. They have been amazing.”

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

Staff reported a positive culture in which they felt able to speak up. Whistleblowing policies were in place in line with best practice guidance relating to freedom to speak up and complaints. Whistleblowing is the act of reporting wrongdoing, misconduct, or illegal activities within an organisation.

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 management team established flexible working systems and rotas demonstrated that staff worked flexibly. Staff spoke positively about the service and felt that management valued diversity.

Minutes from staff meetings demonstrated that staff were fully informed about service developments and staff were able to provide feedback at these meetings. The provider encouraged an open-door policy, allowing staff to raise concerns or suggestions comfortably.

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.

Robust governance systems were in place. A number of audits were regularly carried out by the management team to ensure oversight of the service and that people received safe and effective care, which included audits on each supported living service such as care plans, medicine management infection control and maintenance. Spot checks were also carried out on supported living services to ensure people were receiving safe and effective care.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

The registered manager and staff told us they worked in partnership with health and social care professionals to keep people in the best possible health. Staff explained that they contacted health professionals and worked with them if people felt unwell while receiving support. Care plans included the contact details of these health professionals, such as GP’s. We received positive feedback from professionals we contacted. A social care professional told us, “Throughout my involvement, the organisation has demonstrated professionalism and responsiveness. Whenever concerns or issues have been identified, they have acted promptly, followed the appropriate procedures, and communicated effectively to ensure that the [persons] needs and wellbeing remain the priority.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The management team gathered feedback from people, relatives, and staff either through surveys, reviews or meetings. Records demonstrated that the service regularly requested feedback and suggestions from staff, people, and their relatives. Comments from feedback gathered included, “I receive excellent care and fun support and help from all the staff in the accommodation. They all respect me, my rights and are very kind and caring people. It is a great house” and “I am happy and I feel safe to live here.”

A service improvement plan was in place to ensure that there was continuous improvement being made to the service.