Amron Home Help 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. This is the first assessment for this newly registered 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 service had a clear Statement of Purpose and Service User Guide, which helped ensure staff, people using the service, and their representatives understood the aims, values, and expectations of the service. Staff were able to give examples of the service's values of safe, responsive and effective care when speaking to us. All staff within the service had a shared vision to effectively support people with a variety of needs and a variety of age groups. Staff demonstrated a commitment to providing good support to people yet with a strong emphasis on including their preferences and choices. A supportive culture had been developed as a result, working towards positive outcomes for people. The provider sought to adhere to practice in line with CQC’s quality standards.

The provider had leaders who understood the service, the people they supported, and the environment in which care was delivered. Leaders promoted the values of the organisation and demonstrated a commitment to providing safe, person-centred care.

The registered provider/ registered manager had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. They led by example through becoming directly involved in supporting people. Staff considered managers to be supportive and responsive to any issues they had. They had confidence managers would respond to any of their suggestions. People and their families were happy with the management of the service and stated positive relationships and effective communication had been fostered.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt supported and able to raise any concerns about care practice. Systems were in place to enable them to do this. A whistleblowing policy was in place as well as information for them regarding external agencies they could speak with if they were concerned. Staff were aware that they had a duty to speak-up if they identified poor practice. Staff outlined examples of how their suggestions had been listened to and acted upon.

The provider promoted an inclusive and supportive working culture and recognised the value of a diverse workforce. Staff told us they felt supported by managers and were able to seek guidance when needed.

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 felt listened to and where reasonable adjustments needed to be made, these were considered and actioned.

The provider had effective systems of governance and oversight in place. Responsibilities, roles, and systems of accountability were clear, and the provider consistently acted on the best available information regarding risk, performance, and outcomes. They used these to manage and deliver good quality, sustainable care, treatment and support, and shared this securely with others when appropriate. The service had made itself available to external scrutiny via external accreditation schemes such as the Contractors Health and Safety Assessment Scheme and as a Living Wage/Disability confident employer. Awards had been received by the service in respect of small business excellence ,training and apprenticeship. These demonstrated external recognitions over and above CQC requirements which strengthened governance for people using the service.

The provider understood their duty to collaborate and work in partnership, so services worked for the benefit of people receiving a service. They shared information and learning with partners and collaborated for improvement. Partner organisations did not have any concerns about the service.

Staff described the systems in place for quality assurance and improvement. These included regular staff supervision and staff meetings. The registered manager shared evidence of regular audits in place to ensure people received good care. These were inclusive and gathered all the views of people, families and staff in determining the quality of the service provided. Any comments received were considered and acted upon to drive improvements. These audits had also been externally accredited. These included the views of everyone and was in partnership with all. All audits contained information where improvements had been identified and actions were taken to maintain positive outcomes for people who used the service. A proposed change from paper-based to digital care plans had involved people and they had been invited to evaluate the change and comment on their experiences.