Futures

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 our last assessment we rated this key question good. At this assessment the rating has remained 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 registered manager had a clear vision for the service. They knew what aims and outcomes they wanted to develop in the future. Futures provides for a transitional time in the lives of people staying there, moving into adulthood and preparing to move on learning life skills to enable them to be as independent as possible. They supported a person-centred environment and work ethic, wanting staff to see people first and disability second. The registered manager told us their primary aim was to help people to achieve, become stronger, more independent and confident. The registered manager worked closely with other departments across the Chailey Heritage Foundation to maintain oversight in all areas of Futures and took on additional responsibilities such as being a designated safeguarding lead for the Foundation

Staff were positive about working there and feedback from all staff was enthusiastic and complimentary. Staff told us, “I feel privileged to work here.” A family member commented “We have no concerns whatsoever; the service is second to none.”

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.

We found that leadership was sustained through safe and effective planning. Staff spoke highly of the registered manager and team managers saying they felt able to approach them for advice and guidance if needed. Staff felt well supported and told us the registered manager, “Has a hands-on approach and is always willing to have a conversation.”

The team managers had a variety of responsibilities, to line manage staff, to do the rotas and to be responsible for records. They worked as shift leads to develop good working relationships, maintained a duty manager role where they were supernumerary and did 24 hours on call shifts to respond to staff shortages and deal with anything the seniors were unable to manage. Shift handovers included comprehensive detail of the day and people’s moods and needs. Staff took it in turns to speak and share information and others contributed where appropriate. Everyone was clear about their role and what was expected of them.

Staff progression was actively encouraged with internal promotion being the first consideration for any vacant positions.

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

During our visits we found the registered manager and others we spoke with were open and honest about any challenges they had faced. They worked together to consider various opinions, address issues and target areas for improvement. Staff understood the processes to follow if they wanted to raise concerns and were confident that they would be listened to. Staff confirmed they had regular supervision and felt it was valuable, one person told us, “My supervision is up to date.” Staff confirmed they could speak at staff meetings which were held monthly. The service’s whistleblowing policy was supported with a speaking up policy which was part of a wellbeing framework within the foundation. The registered manager was aware of their responsibilities regarding the Duty of Candour which requires them to be open and transparent with anything unforeseen that occurs and we saw evidence that families were involved in discussions about incidents.

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 and other senior staff worked to continually review the environment and culture within Futures. Policies and operating procedures were regularly assessed to ensure compliance with the home’s inclusive values. Staff worked various length of shifts according to preference, and flexibility with working routines was accommodated. Some staff worked part time, and a bank staff member told us they had access to the same training and supervision as everyone else. Reasonable adjustments were considered for staff with any health conditions. Support staff were recruited from different backgrounds and nationalities bringing diversity in life experience and culture to the care team.

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.

Managers and staff understood their roles and responsibilities and although there were several different teams or working groups in place throughout Chailey Heritage Foundation, it was clearly understood by those who worked there where accountability lay for the various duties and tasks. Staff structure was clear with team managers being in place in each bungalow, directing a staff team, and there were on call arrangements in place for out of hours support.

There was evidence of risks being regularly assessed and reviewed, with any concerns being communicated between teams at Chailey Heritage Foundation, and any required actions implemented. A new quality assurance framework was implemented last year with audits and compliance checks being completed quicker than previous years. The analysis of data and ability to identify any urgent actions had improved, and there was increased capacity for continual monitoring. For example, we were told, “The quality assurance team carried out a sample audit on the estates department to check it, check maintenance schedules. We made recommendations with some of the decorating routine; we stayed monitoring until we were happy and confident it was working.” This new oversight assisted with improving and sustaining the quality of service that Futures delivered. An audit for the month was used in all colleague meetings, and there was collaboration and sharing of information within the workforce, learning and developing processes for continual growth and good governance. We were told that people who worked as part of the quality assurance team have previously been support workers or managers, so they had a good understanding and background of the service provided and the care needs supported at Futures, and Chailey Heritage Foundation. Clear actions were detailed in the homes business continuity plan.

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.

The provider delivered a specialist service and as such was in demand by people who needed this level of support. They understood that collaborative working was essential from the start of the admission process throughout the time people spent under their care. Information was shared effectively with various partners and professional feedback was positive. Professionals told us, “All efforts are made with joint teams working for the futures of the young people at Chailey. Ensuring all that should be involved are.” Regarding any required appointments we were told, “Generally speaking attendance is good and staff are well prepared.” The provider attended various networking events and liaised with partners to ensure current information was shared, allowing improvements to services and standards of care.

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.

The management teams at Chailey Heritage Foundation were proactive in assessing and reviewing systems delivering the best care to people at Futures. Some areas of governance were managed by other departments, but the registered manager was always involved and updated on any findings. Improvements had been identified, for example, paper care plans were in place, but the registered manager was planning to develop a care plan data base for quality and governance. There was an EMAR system in use, and there were plans to introduce a more digitalised system. Processes and procedures that were identified as lacking were marked for continual improvement and further development, for example, The head of quality told us, “We trialled a new framework from May, embedded in September….in that time the main trend was that daily notes don’t always capture everything that is going on, we would like to have more experience for that person noted on the daily records….we are looking to sample more daily notes, provide more training opportunities.”

The registered manager was open to exploring new ideas and ways to enable people in their care to experience as much as possible, achieve their goals, expand capabilities and realise their full potential. They told us they were exploring new holiday venues which cater for the complexity of needs that people experience so that travel opportunities can be varied and people can be involved in more community settings. When discussing the service with families we were told, “They are always striving forward never standing still.”