Anytime Care 2020 (Hampshire)

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 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 described a shared commitment to providing high-quality care. One staff member said, "As a team we are all working with the same goal of providing high quality care."

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.

The service had inclusive leaders at all levels who understood their regulatory responsibilities. They had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Leaders were described as approachable, supportive and inclusive. One staff member commented, "My manager has an open-door policy."

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

Staff felt confident raising concerns and discussing issues with management. One person said, "I feel very comfortable talking with management if I am faced with an issue."

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 service promoted an inclusive culture and embraced diversity within its workforce. One staff member said, "The team comprises of British, Africans and Spanish staff. We are all treated with respect, there is no discrimination”.

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, spot checks, supervision, competency assessments and reviews were used to monitor quality and performance. One staff member explained, "The management has organised unannounced spot checks to maintain compliance." The provider had carried out regular audits in relation to all aspects of care provision, including reviews of care plans, staff training, medicine checks, call times and complaints 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.

The service maintained strong relationships with health and social care professionals to support people effectively. One staff member told us, "We work closely with GP’s, occupational therapists, physiotherapists, district nurses and hospital discharge teams." A healthcare professional commented, “We have worked well with the service in the past and have not experienced any significant concerns”.

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.

Feedback from audits, spot checks, supervision and incidents were used as an opportunity to develop staff knowledge and improve outcomes for people. For example, when a person experienced a significant deterioration in their health and was found on the floor following a fall, the incident was reviewed and discussed with staff. This enabled learning around emergency response procedures, risk management and accurate recording. Staff reflected on the actions taken, shared learning with colleagues and ensured care records and risk assessments remained up to date. This helped strengthen staff confidence in responding to emergencies and supported safer outcomes for people using the service.