Famille House

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 our last assessment we rated this service as good. At this assessment this key question 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 71 (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.  Staff frequently referred to positive teamwork and there was a clear set of values focusing on supporting people as individuals. Comments from staff included; “I love working here. It’s like a family and people choose what they want to do. There is really good teamwork here” and “The team culture is good, all staff get on and work well together. We have time to be really interactive with people and that’s really fulfilling.”

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. Staff told us the registered manager was approachable and supportive. They described how the registered manager worked alongside them providing care and support when needed. An external professional told us, “Leadership here seems good. Firm but fair.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they were able to voice their opinions and make suggestions in staff meetings and supervisions and directly with the registered manager. People were comfortable sharing their views and opinions with staff, and these were respected and listened 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 registered manager told us how they had supported staff from overseas to help their transition to a different culture. Staff told us their diversity and culture was respected within a culture of positive team working.

The provider had clear responsibilities, roles and systems of accountability for good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. However, they did not always act in a timely way to address environmental shortfalls. For example, the environmental concerns we found during this inspection, although identified, had not been acted on in a timely manner by the provider prior to our inspection visit. We received assurances and evidence from the provider that they had commenced improvements following our inspection. Staff praised the registered manager as being committed, approachable and supportive. One told us, “We know what our roles and responsibilities are. The leadership is what makes the difference, [registered manager] works alongside us if they see we need help.” The registered manager completed audits and checks and demonstrated they had good oversight of the care provided. The service was registered prior to right support, right care, right culture guidance. However, the environment had been adapted to support people’s needs and people had life enhancing opportunities through personalised care.

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 closely with external agencies and the local community to ensure people could access the services they needed and had equal access to facilities and opportunities in the local community.

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 registered manager kept up to date with best practice through organisational clinics led by the providers’ specialist staff, for example, autistic people and environments. They shared this information with staff. The provider shared learning between their services to promote best practice. Staff told us the felt the provider’s digital platform provided good guidance and information to support them in their roles.