Ezey Care Limited

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 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 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 were supported by the registered manager to deliver personal care to people they supported in line with the provider’s values and culture. Systems and processes had been designed to place the person at the heart of everything they did. The registered manager used daily contact and regular meetings to remind staff about the provider’s underlying core values and principles.

Managers had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered manager demonstrated they had the appropriate expertise and experience to manage staff as well as ensuring care delivery met professional standards. They promoted inclusivity, openness, and wellbeing. Staff felt comfortable raising concerns or seeking advice. Staff described the registered managers as always as accessible, approachable and an essential, fully active part of the team. A staff member told us, “The manager [registered] is very approachable and manages us and the service really well. He visits the 1 person we support at home almost daily, often works with us to cover shifts and is always contactable by phone if we need any advice or support.”

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

The registered manager promoted a positive and open culture where people felt they could speak up and have their voices heard. People expressed feeling able to raise any concerns they might have and were confident their views would be taken seriously and acted upon. A relative told us, “The manager [registered] is a lovely man who is very approachable. I feel able to just pick up the phone and speak to him anytime about anything to do with my [Name of family member]. I don’t know where we would be without the [name of registered manager] and the other 2 carers.”

Arrangements were in place to investigate complaints, supported by a complaints procedure that set out how concerns would be handled and what people could do if they were dissatisfied with the response. The registered manager confirmed no formal complaints had been received about the service in the last 12 months.

The provider valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who work for them.

The provider valued diversity in their workforce and they recruited staff from a range of diverse backgrounds. The registered manager treated staff fairly and with respect, regardless of background, and supported individual needs through reasonable adjustments and inclusive practices. Staff reported feeling valued and supported. Staff also said their cultural and religious needs were respected.

Staff were also supported through relevant training and supervision to inform their knowledge and understanding of equality, inclusivity and fairness in the workplace. The registered manager actively promoted a respectful working environment and challenged discriminatory behaviour. This inclusive approach helped maintain a stable, motivated workforce and contributed to positive experiences for the 1 person using the service.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The registered manager and team leader regularly undertook a range of quality monitoring tasks including, gathering the views of the 1 person using the service, their next of kin and community-based health and social care professionals, and conducting spot checks to observe staff’s working practices during home visits. People confirmed the provider regularly sought their feedback to ensure the support provided continued to meet their needs and intended outcomes.

The registered manager understood and demonstrated compliance with regulatory requirements. They also understood their responsibility to provide honest information, suitable support and to apply duty of candour where appropriate.

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 worked in close partnership with other community-based health and social care professionals and commissioners to meet the health and wellbeing needs of the 1 person they supported. The registered manager also engaged with professional networks to share knowledge and best practice. This ensured the person received holistic and joined up support which met their needs.

The provider did not always focus on continuous learning, innovation and improvement across the organisation and local system.

Systems were in place to review performance, identify learning opportunities and adapt practice. The provider also demonstrated willingness to innovate and develop their service and systems.

However, the provider did not maintain records to show they routinely analyses and reviewed the outcome of the audits and checks they conducted or feedback they received. This meant they could not assure us they were not missing opportunities to identify performance shortfalls, and continuously learn lessons and improve. In addition, when things had gone wrong and lessons needed to be learnt, the provider had not always developed action plans to identify how they intended to resolve these issues and by when.

We discussed this issue with the registered manager at the time of the assessment. They agreed to review how they analysed and responded to the outcome of audits, checks and feedback, and developed action plans to improve.