Medicare Link 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 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.

The assistant manager demonstrated a clear vision and set of values, which were consistently communicated to all staff members. This clarity ensured that everyone understood the direction and ethos of the service, promoting unity and shared purpose across the team.

The provider had policies and procedures to help facilitate clear communication across the staff team.

Regular staff meetings took place, with records showing that employees were proactively encouraged to share their views and take part in discussions about service management. Staff felt supported by the registered manager, who operated an open-door policy, making themselves readily accessible to people, their families, and staff at any time. This ethos promoted honesty and transparency, giving people the confidence to raise concerns knowing they would be listened to and addressed promptly.

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 provider demonstrated a commitment in adopting an inclusive leadership at every level of the organisation. Leaders were not only attuned to the unique context in which care, treatment and support was delivered, but also actively reflected the culture and values of both their workforce and the broader organisation.

Staff were positive about the support they received from the management team; they told us that the manager had an open-door policy. This approach helped staff feel comfortable raising concerns and offering suggestions, with reassurance that these matters were addressed promptly and effectively. A staff said, “The management organises staff rotas considering travel time to ensure punctuality for care visits. Infection control measures are strictly adhered to, maintaining health and safety standards. They are very supportive.”

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

Feedback from people and their family members regarding the provider was positive. A relative said, “I have a list of contact number who I can call anytime if I have concerns.”

Staff demonstrated good understanding of the provider’s whistleblowing policy; they were clear on the steps required to report any concerns. The policy was accessible and clearly outlined, enabling staff to identify the types of issues that should be reported, such as malpractice, unsafe practices, or breaches of regulations. A staff member said, “I can whistle blow to raise any concerns about unsafe practice, wrongdoing, or misconduct within the organisation. I can also report concerns to the line manager."

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 provider actively promoted an inclusive working environment, encouraging open dialogue and regular feedback from staff to foster a culture of respect. Staff received training to raise awareness on equality issues and to ensure all staff understood their rights and responsibilities.

Staff reported feeling valued by the management team. They felt they were able to share their opinions in different forums, which allowed them to play an active part in the development of the service. A staff member said, “I am happy with how the service is managed and feel comfortable raising concerns when necessary.”

During the assessment, it was observed that new staff completed an induction programme tailored to the service. This induction provided essential information about their roles, covering key processes, policies, and procedures relevant to the organisation. In addition to formal training, new staff were given the opportunity to shadow experienced colleagues who had knowledge of the service. This hands-on learning approach enabled new team members to gain practical insights and better understand their responsibilities, contributing to a smoother transition and effective integration within the team.

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.

We saw evidence that the management carried out schedule audits to review care plans, ensuring that they remained up to date and accurately reflected each person’s support needs and preferences.

Staff were equipped with comprehensive policies and procedures, ensuring that they had clear guidance to follow in the course of their duties. These documents were regularly updated to reflect the latest legislation, providing staff with confidence that their actions were both appropriate and compliant with current legal requirements.

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 assistant manager told us that they were committed to actively sharing information and having a culture of openness and learning with their partners. By encouraging open communication and mutual learning, the organisation ensured that the needs and preferences of those it supported were at the forefront of its approach. The assistant manager said, ”Communication and openness are very important. I find explaining to people and their families what we can and can’t offer during the initial assessment is key as this helps with clear understanding on everyone’s expectations”.

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.

The management team established formal systems to capture and analyse incidents within the organisation. These systems ensured that every event, whether minor or significant, was thoroughly reviewed. By doing so, they could identify underlying causes, trends, and areas in need of attention, turning incidents into valuable opportunities for organisational learning.

The assistant manager told us that audits and monitoring were completed and that any discrepancies, issues, or areas for improvement that was highlighted during these reviews were promptly addressed. The assistant manager said, “We ensure that all Audits are reviewed and actions are completed to help develop the service”.