MNG Care at Home Services Ltd Also known as Visiting Angels North Shropshire

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.

The provider promoted a positive and open culture focused on delivering good quality care. Staff understood the service’s values and worked in line with them. There was a clear focus on treating people with dignity and respect, and staff demonstrated this in their interactions. People benefited from a culture which prioritised safety, openness and continuous improvement. One staff member told us, “The management team are fair and approachable – the culture is really good”. Another staff member said, “I have had a really good experience working here”.
 

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 management team were visible, approachable and provided clear direction to staff. Staff told us they felt supported and were able to raise concerns or seek advice when needed. The management team promoted a culture of inclusion and encouraged staff development through training and supervision. The management team demonstrated an understanding of the challenges within the service and took appropriate action to support staff and maintain good quality care. One staff member told us, “The registered manager supported me so much. I love my job and I’m so grateful they took the time to work with me and support me.” Another staff member told us, “The level of support from the management team is brilliant”.
 

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

Staff felt able to speak up and share concerns without fear of negative consequences. There was an open culture where feedback was encouraged, listened to and acted upon. Staff were confident any issues raised would be taken seriously and addressed appropriately. This supported transparency and contributed to improving the quality and safety of the service. One staff member said, “I have raised things and felt listened to. I’ve seen changes made as a result of things I’ve raised”. Staff were aware of the whistleblowing policy and understood when and how to use it.
 

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 promoted equality, diversity and inclusion within the workforce. Staff were treated fairly and with respect, and their individual needs were considered. Policies and practices supported an inclusive working environment. This helped to create a positive staff culture, which in turn supported the delivery of person-centred care. One staff member said, “Staff morale is good” and another staff member told us, “It’s a lovely place to work – there’s a good balance and the management team are supportive”.
 

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.

There were effective systems in place to monitor the quality and safety of the service. Regular audits, checks and reviews were carried out, and action was taken to address identified issues. The management team had oversight of the quality of care provided to people and used this information to drive improvements. This approach supported continuous development and the sustainable delivery of safe, high-quality care. The registered manager was aware of their responsibilities regarding duty of candour, which is their legal responsibility to be open and honest with people when something goes wrong. They were aware of their legal responsibilities to notify us of any significant events which occurred in the service.
 

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 provider worked in partnership with external organisations to support people’s care and wellbeing. This included working with healthcare professionals, local authorities and community services. Information was shared appropriately to ensure coordinated and effective support. The registered manager had made timely referrals to relevant partners to support and improve people’s outcomes and maintain continuity of care.
 

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 provider used feedback, incidents and audits to drive improvement across the service. Learning was shared with staff and used to make changes to practice where needed. The management team encouraged a culture of improvement and reflection, and the provider had a business plan focused on continuous improvement and growth. Improvements were monitored to ensure they were effective and embedded into practice, supporting better outcomes for people. People and their relatives were provided with satisfaction surveys where they could comment on the quality of the service provided. Results of a recent survey had been positive.