Optimum Care Ltd

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 requires improvement. At this assessment the rating has changed to 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. Staff understood the values of the service, and that their role was to also make the people who used the service feel cared for, respected and valued. A staff member said, “Care is unique to each service user.”

Staff understood the context in which they delivered care and support and embodied the culture and values of their workforce and organisation. Leaders were visible within the service and led by example to their staff team. A staff member said, “It is a positive company that gives staff a chance.”

Improvements had been made since the last inspection, and we were also informed of the future improvements planned. This included new digital systems to enhance oversight and analysis.

During the inspection process, the provider and manager demonstrated their understanding of past regulatory failures and told us they were committed to providing a safe and effective service. A relative said, “What more can I say except that, this agency and the [staff] are wonderful, and I would recommend them without hesitation.”

The provider fostered a positive culture where staff, relatives and most people felt they could speak up and their voice would be heard. Staff told us they felt supported by the new manager, had supervisions and could raise suggestions or concerns in line with the safeguarding and whistle-blowing policy. A staff member said, “They listen, and they act.” People were able to feedback on the service provided via a survey or through conversations. A relative said, “[They] always swiftly deal with issues.”

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 told us they were supported. They gave us examples of how the manager supported their personal lives to help ensure a work / life balance.

Improvements had been made since the last inspection and the service was no longer in breach of the good governance regulation. 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 information about risk, performance and outcomes, and shared this securely with others when appropriate.

Improvements had been made to the governance systems, the processes in place, and the quality monitoring of the service provided. Since the last inspection, actions taken demonstrated that there had been learning around the areas of improvement required. There was a business continuity plan in place to guide staff in the event of a business emergency.

There had been improvements since the last inspection and the service was no longer in breach of regulation around incidents, they are legally obliged to notify the CQC of. Notifications of events and incidents the provider was legally obliged to notify the CQC of had been received.

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. A stakeholder confirmed to us they had worked with the service previously and that the provider had taken necessary actions.

The provider focused on continuous learning, and improvement across the service. There was a service improvement plan in place to have oversight of improvements required and future goals. This included a plan to develop the governance monitoring systems through a computerised 'dashboard' at the service. The provider told us, “We have monthly management report which incorporates the audits, safeguarding and anything done good and what can be improved. Now we have monthly work plans… (this is) a document of what we plan to do, some items are standing items that carry over, any new service user's etc. Keeps us on track. (An) aide memoire. (We are) looking at new technology or updated technology such as new [brand name] calendar to put tasks in, and then we can see and look at a new task and has it happened? Looking at installing a system dashboard; organiser app. (The) dashboard can show management real time of what has been completed and what is still to do.”