Fembistem Care

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 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 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 systems in place to ensure oversight of the service. Person-centred care and support were at the heart of the service.

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. Members of the staff team were overwhelmingly positive about the support provided by the registered manager. One staff member said, "I receive regular supervision and appraisals, which provide valuable opportunities for professional growth and reflection. My manager offers strong support, ensuring I have the guidance, resources, and feedback needed to perform my role effectively and deliver the highest standard of care." We heard from people about how the registered manager had listened and made changes to times of support calls in line with people’s personal preferences. One person told us, “[Family member] wanted to get up earlier and go to bed later so [the registered manager] have met [family member’s] requests and changed the call times to meet their wishes and needs. [The registered manager] has done everything they can to give [family member] a good quality of life.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. A whistleblowing policy was in place and staff told us they were able to speak up if they needed 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. Staff received regular appraisals and checks of their competencies. Individual needs were taken into account when planning rotas and shifts.

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. Audits, reviews and competency checks took place to look at the care being provided included care note audits, care plan audits and medicine audits. Staff were complimentary about the leadership and staff and fed back what working at the service meant to them. One member of staff told us, “My manager offers strong support, ensuring I have the guidance, resources, and feedback needed to perform my role effectively and deliver the highest standard of care.” Another member of staff said, “I have supervisions and appraisals and I feel supported by my manager.”

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 had made links with local health and care forums and partnerships. We saw evidence of collaborative working with, and learning from, these partnerships.

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. Discussion with members of staff through appraisals and handovers identified strengths and areas for improvement. There was a focus on continuous improvement.