Live Life Care 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. At our last assessment we rated this key question good. At this assessment the rating has remained 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.

People told us, “We are very happy with everything and I would give the company 10 out of 10, they are excellent” and “They train and invest in their staff which is apparent with the way the carers engage and deliver a fantastic service.”

The service had a clear vision and values, which included focussed on providing a service of the highest quality to improve and sustain people’s overall quality of life. A staff member said, “Live Life Care has a family run feel to it and we are all one big team.”

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.

Staff were positive about the leadership of the service and felt the registered manager was caring. Staff said, “I think [the registered manager] manages the service well. Things seem to run smoothly, they are approachable and always welcomes you in the office” and “[registered manager] is very approachable, as are my area manager and care manager. They are friendly and very kind, nothing is ever too much trouble.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistleblowing policy so staff knew how they could raise concerns.

Staff told us they felt able to raise concerns. Staff said, “I go straight to [the registered manager] with any safeguarding concerns. They are pretty prompt and in the past with messaging me what they have done and what the outcome is” and “I am encouraged and supported to raise any concerns. I am treated very well and fair in my workplace. Couldn't wish for any better.”

However, several staff felt the recent staffing challenges had impacted on visits, staff support, and organisation. They felt communication was not always effective and concerns were not always addressed quickly enough. The registered manager told us they spoke regularly with staff and planned to carry out a staff survey to obtain further feedback.

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.

Most staff told us they felt they were treated fairly, saying “I treat them fair, they treat me fair” and “I personally think I'm treated very well at work, and my area manager will go above and beyond to help me out.”

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.

The registered manager was aware of their responsibilities and worked to ensure the service operated to a high standard. There were systems and processes to support operational oversight, identify issues, and drive 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.

Staff described how they contacted health and social care professionals when people’s needs changed, or they needed support. Referrals were made to health and social care professionals to ensure the best outcomes for people. Professionals told us the service worked well with them, and communication was good.

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 service had introduced electronic care planning. Staff said, “They have dramatically improved over the last 12 months” and “I feel the care plans are completed with person-centred details.” Several staff felt care plans were lengthy and repetitive. The registered manager told us they were aware of this, and it was being addressed at care plan reviews. The service had improvement plans, and these were on-going.