Fosse Healthcare - Nottingham

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

There were clear and effective governance, management and accountability arrangements. Staff understood their role and responsibilities. Managers accounted for the actions, behaviours and performance of staff. The systems to manage current and future performance and risks to the quality of the service took a proportionate approach to managing risk that allowed new and innovative ideas to be tested within the service. Data or notifications were consistently submitted to external organisations as required. There were robust arrangements for the availability, integrity and confidentiality of data, records and data management systems. Information was used effectively to monitor and improve the quality of care. Leaders implemented relevant or mandatory quality frameworks, recognised standards, best practices or equivalents to improve equity in experience and outcomes for people using services and tackle known inequalities.

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.

We spoke with the registered manager about the culture of the service and the values this was based on. They explained that the organisations values were shared with staff at induction and the importance of their values. They said, “We are a very caring service, our staff are just as important as service user’s welfare and health. Our values are very important so everyone receives the care and support they need; we are open and honest so people and staff can pick up the phone and report a concern or whistle-blow. It’s all about having a caring and trusting relationship with people.”

The service had a Statement of Purpose (SOP). The SOP is a legally required document that includes a standard set of information about a provider’s service which includes the providers aims and objectives in providing the service. The service worked in line with a set of 6 organisational values which were chosen to ensure everyone the provider worked with was represented and well supported.

We spoke with care staff and members of the management team who all reported they felt there was capable, compassionate and inclusive leaders at the service. Staff told us the management team embodied the culture of the service, were supportive, approachable and kind. The registered manager felt they were well supported, and the senior leadership team were capable and compassionate. They said, “I’ve got a relationship with [line manager] but I know I can go to one of the other managers if I need support. I am confident if I reported any concerns they would action it.” The registered manager spoke with us about having “an open door” so staff can speak with them, ringing staff to check in with them, holding welfare meetings with staff and making sure staff felt supported and knew that they were there for them.

The provider had a safe recruitment process for recruiting managers which followed their policy. Managers were aware of their roles and had a detailed job description outlining their role and accountability. The provider considered succession planning, this meant staff had development opportunities within the service to progress their career supported by the management team.

All staff spoken with were aware of the whistleblowing policy and felt able to speak up and were confident that concerns would be addressed by the management team.

The provider had appropriate policies including a current whistleblowing policy. Staff were offered opportunities to speak about any concerns at supervision and team meetings. Staff were provided with safeguarding training which included speaking up about concerns.

We spoke with a cross-section of staff during the assessment which included some internationally recruited staff. Staff did not have any concerns regarding the service being an inclusive and fair workplace and that staff were treated equally. One area highlighted was regarding a staff members contract as an overseas worker being time limited on joining. This was highlighted at the time with the management team who were aware of the staff member’s feedback and were following this up.

We saw evidence of the wellbeing of the workforce being supported including increasing staffing levels where staff had raised a concern regarding lone working. The provider had appropriate policy and procedure in place including flexible working policy, and equality and diversity training. We saw a recent newsletter contained an article which highlighted equality and diversity including cultural differences in food.

We did not look at Governance, management and sustainability during this assessment. The score for this quality statement is based on the previous rating for Well-led.

People did not provide any specific feedback regarding partnership working and collaboration.

Staff understood their duty to work in partnership and sharing information effectively with partners and collaborate for improvement. All staff and managers gave us clear examples of how they worked in collaboration and shared information to better people’s car experience for example, providing updates to a social worker regarding someone’s care and identifying improvements and possibility to reduce the person’s care as they became more independent.

We spoke with a partner form the local authority who worked with Fosse Healthcare- Nottingham. They said, “Updates and information passed back and forth between Fosse and myself are clear evidence of a working partnership/collaboration which in turn, allows required adjustments to be made to care packages leading to a joined up, seamless service.”

We saw evidence of collaborate working through reviews, email communication as well as records of phone conversations and direct contact with partners including professionals involved in people’s care. This joined up approach to working supported improvement in people’s care.

We spoke with the management team about how they contributed to continuous learning and improvement at the service and maintained focus on continuous learning. The registered manager told us about sharing learning from incidents and accidents with staff at team meetings and using an action plan to record and track identified areas for improvement. The quality manager discussed how quality and compliance systems supported continuous learning and improvement. They described a recent issue involving a concern about fire safety and said, “It prompted us to look at who was responsible for looking after fire safety, looking at areas we could improve, provide people with more information around fire safety, and action taken. We have done a lot of work with local fire services. Training was put on by the fire service and used as a lessons learnt around responsibility and environmental checks. It strengthened our processes and working with external people.”

We saw the provider had a quality and improvement policy and followed processes to maintain oversight of accidents, incidents, safeguarding concerns, complaints and training statistics. Information was analysed to identify root causes. This was discussed as a team and actions identified to address issues.