Future Home Care Limited Nottinghamshire

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.

At the last assessment for this service this was rated good. At this assessment the rating has changed to outstanding. This meant service leadership was exceptional and distinctive. Leaders and the service culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

We saw documentation which recorded staff actions which demonstrated they lived the organisational values, and this was reflected through their practice. The registered manager demonstrated throughout the assessment they lived these values and that this was cascaded down through the local organisation.

The shared direction ensured each individual person was at the centre of their support when decisions about their lives were being made. Closed cultures was an active discussion so if they started to develop, they could be quickly identified.

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 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 and we observed this in practice. Staff we spoke with supported that the registered manager had the skills, knowledge and capability to lead the team. One manager

said, “[Registered manager] has been a support worker and manager she has done the role and understands it very well.”

The registered manager spoke about the support she received from her manager and the network of support from other areas of the organisation. They also spoke about the managers in their team and said, “They [managers] have all got strong positive values, embed the organisational values and work well as a [management] team and within their teams. It’s not a check box exercise; they want people to have a decent quality of life”.

The knowledge, skills and values of the leadership team meant people’s human rights were embraced and the services focussed on how they could enable people to live a good, ordinary life as part of their community.

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

There were a number of forums, processes and policy that supported staff, people and their representatives to share feedback and a strong focus on supporting people to thrive, develop skills, have new experiences and live the life they choose.

Everyone we spoke with said they felt able to speak up and their voice would be heard and we saw this in practice through people’s engagement with the registered manager and staff.

People and those involved in their care were clear about the separation between care and their tenancy. Leaders supported people to exercise their rights as tenants and empowered people to assert their rights.

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.

We spoke with staff and managers about equality, diversity and inclusion. One manager said, “We create a positive culture in the service through talking about equality and diversity in staff meetings and in the events committee, we set up things e.g. for PRIDE. We also have a diversity council. We also have supervision with staff for people to talk freely to you, every 3 months.”

The provider had an appropriate policy in place and staff received training on equality, diversity and inclusion to raise awareness and promote an inclusive culture in the services.

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 services were in line with current best practice guidance right support, right care, right culture. People had accommodation, staff support and lived with people who were compatible, so they did not have to change their lives to suit others and had enabled them to live the life they chose.

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 and learning with partners and collaborated for improvement.

We saw examples of engagement with other professionals to ensure people received holistic care that met all their health and wellbeing needs. Leaders worked with people, their representatives and staff to build a culture that focused on enabling people to enjoy their lives. We saw the provider engaged others so people could thrive, develop skills, have new experiences and live the life they choose, for example, working as quality advisors and accessing education and community resources.

The provider 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 audit.

The registered manager had a drive to ensure that there was a culture of continuous learning, managers did not gate keep information but shared this freely to underpin this culture and promote improved ways of working. This way of working was echoed by staff and leaders. One manager told us, “I like to think of myself as a very reflective and logical person and like to go on what’s correct and always want to learn more.”

Electronic systems were used effectively for recording daily records and care plans. The registered manager told us, “We are pursuing the use of speech to text and emoji use as well as this will support people who previously completed their own support diary so they can use [electronic system] to do this.”

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 practice. This was achieved through consistent training and active engagement with Positive Behavioural Support (PBS) practitioners. Furthermore, the provider identified and implemented diagnosis-specific training to better meet people’s individual needs.

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.