Amara 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 requires improvement. At this assessment the rating has changed to good.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care. The service had previously been in breach of the legal regulation in relation to their governance.

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. They had developed a unique vision and approach to care, which included bespoke training modules. Staff had completed the provider’s unique training on their care model. The model was discussed in staff meetings, showing that the vision and strategy were reinforced and creating opportunities to embed these principles into everyday practice.

The provider had specifically engaged with an external restraint specialist and became part of forums to learn and understand the impact restraint can have on people. The registered manager said, “We have reviewed all people's homes to make sure we are not restricting them in anyway. It has worked wonders for the staff team and given them more information. It has given us opportunity to develop policy and individual support.” A staff member told us, “The professional support and changes have positively impacted [person’s name] and the staff 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.

Managers and leaders understood the requirements and recommendations made by CQC since the last assessment. They ensured they were up to date with relevant guidance and best practice for the people they supported. Improvements to the management and leadership of the service were evident. Leaders were open to feedback presented by inspector and interacted in an honest and transparent manner. Staff told us, “Leadership has got better. Communication is better and quicker.”

The provider fostered a positive culture where people felt they could speak up, and their voice would be heard. The provider had a whistle blowing policy in place and staff told us they felt supported and encourage to raise concerns. Staff said they could approach a variety of people within the leadership structures if they had concerns and felt they were listened to.

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.

Large numbers of staff reported they felt valued and were treated fairly in the workplace. One staff member said, “They have personally been supporting me.” Staff well-being was discussed by leaders, and the provider was reviewing how they could improve staff support, for example in relation to mental health.

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.

There were clear and effective governance, management and accountability arrangements. Staff understood their roles and responsibilities. Managers were able to account for the performance of staff. Risk was managed proportionately and when issues had arisen, we saw documented actions that showed lessons were learned. These were also discussed in staff meetings. Business continuity plans were available in case of an emergency.

Leaders were open and responsive during the assessment process and wanted to learn and improve. Staff understood their roles and felt supported by approachable leaders.

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 had started to develop positive partnership work with other professionals which had improved the care provided to people. Communication with external professionals was positive and they were currently engaged with a GP to try and ensure a specific nurse would lead on an individual’s care and support. One professional said, “They've been very engaging. They're open to listening. They're open to support and they're moving in the right direction.” Another professional said, “Improvements have been made and there is now a more open, transparent, and collaborative approach to partnership working.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

Leaders demonstrated a clear commitment to improving the quality of care and the environment. They acknowledged that further improvements were still needed and changes had already started to be implemented. The leaders had engaged with a variety of forums to support their own learning which was then used to improve the care provided.