Innovations24 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 newly registered service. This key question has been rated Requires Improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

The service was in breach of legal regulation in relation to governance.

This service scored 57 (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 provider’s statement of purpose reflected the provider’s vision and values. Staff were clear about the provider’s expectation of them and demonstrated the provider’s values in their day‑to‑day practice. A staff member said, “I really like my job, I like caring for people, having conversations and spending time with them. The organisation is given me a chance to make a difference to people's lives.”

The management team were open and honest throughout the assessment process. They demonstrated a good understanding of, and commitment to, the people accessing their service, ensuring care was delivered consistently and in a way that promoted equity and equality.

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. However, leaders did not fully have the skills, knowledge, experience and credibility to lead effectively.

The registered manager and provider had not fulfilled their registration regulatory responsibilities of reporting notifiable incidents as required. The registered manager acknowledged this was an error, and assured us of the actions they would take to further upskill their knowledge and improve their systems and processes.

The management team demonstrated a commitment to continually develop the service. They were open and honest during the assessment and took some immediate actions to the shortfalls identified during this inspection.

Staff confirmed they felt the management team were supportive and good leaders, they felt valued, respected and listened to.

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

The provider had systems and processes, including policies and procedures such as Freedom to Speak Up, Whistleblowing and Safeguarding to support staff to raise any concerns.

Staff confirmed they had access to the provider’s policies and procedures and felt confident speaking up when required. A staff member said, “I feel confident raising concerns the management team listen and take action.”

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 management team told us they were committed to making improvements to ensure staff felt supported, respected and able to carry out their roles effectively. They described ongoing work to strengthen staff’s wellbeing, this included sharing the staff rota in a timely manner and increasing the frequency they met with staff to talk about their work, training and development. These improvements needed to be developed, embedded and sustained.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

The provider’s governance systems, processes and procedures for assessing risks and monitoring quality and safety were not fully effective. Although the provider had developed an improvement plan following a contract and monitoring audit by the local authority in 2025, improvements were still ongoing and required further time to become fully embedded and sustained. Not all of the shortfalls identified during this inspection were already known, as the provider’s monitoring procedures had not identified them.

Incidents, accidents, complaints and electronic care calls were not analysed for themes, patterns, trends and learning opportunities. This limited the provider’s ability to identify emerging risks, understand recurring issues or use information to drive improvements in the quality and safety of the service.

The provider’s monitoring systems and processes of care records were not sufficiently robust. For example, the inconsistencies in guidance for staff about the support required to meet people’s individual needs and risks, as described in the Key Question Safe of this report had not been identified.

The provider had failed to follow their own policies in relation to safeguarding, medicines, the Mental Capacity Act (MCA) and recruitment. This meant they could not demonstrate that systems designed to protect people, ensure safe practice and support lawful decision‑making were being consistently applied.

Whilst no person had come to harm, people were at risk of potential harm. The management team acknowledged their governance systems and processes needed to become more formal and streamlined to ensure they consistently identified issues, monitored risks and drove improvements. They recognised that strengthening these systems was essential to improving oversight and ensuring safe, high‑quality care. As a result of our feedback the provider took some immediate actions and demonstrated a commitment in further plans for improvement.

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.

External health and social care professionals were positive about partnership working with Innovation24 Limited. A professional said, “I regularly visit a person and therefore see the staff regularly. One staff in particular is absolutely excellent. However, I would describe all the care staff as being very good. Communication I have with the staff is also good, I would certainly recommend this service to others.”

Another professional said, “Communication with the management team is very prompt the person that I support has been hospitalised a couple of times, this is due to the quick and prompt action of the care staff. We have worked together very well in meeting the person's individual needs.”

The provider did not always focus on continuous learning, innovation and improvement across the organisation and local system. The management team recognised these gaps and acknowledged that further development was required to strengthen learning and innovation.

The provider had an ongoing improvement plan. However, this inspection identified some further actions to improve and develop the service. The provider’s systems and processes required strengthening to further support the management team in maintaining effective oversight, embedding improvements and ensuring that learning was consistently applied and sustained in practice.

The management team were a member of a local group that worked collaboratively with partners across the local health and social care system. This partnership approach supported shared learning, promoted consistent standards and helped the service contribute to wider system priorities aimed at improving people’s experiences and outcomes. The provider also accessed support from a consultancy and HR company.