Aegys Smart Care

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 provider had made improvements and was no longer in breach of regulation relating to good governance. 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.

This service scored 71 (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, inclusion and engagement.

The provider gave staff a mission statement, which included a set of values, and a code of conduct. Staff were also given a handbook, which included policies, procedures, expectations and responsibilities.

The provider held monthly policy readings with staff, in which the registered manager and staff read and explored a policy and its practice together.

The provider had inclusive leaders at all levels who understood the context in which they delivered care and supported 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.

A person told us, “I am happy with my care” and “I am happy with the service.” A person’s relative said, “I am extremely happy, they are excellent, I couldn’t be happier with them [the service], they have helped me.”They also said, “I think she [the registered manager] is doing a good job” and “I would recommend them [the service].”.

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

People, their families and staff knew how to raise concerns and give feedback and felt comfortable to do so. They were confident they would be listened to and that action would be taken.

Feedback surveys were positive, and the provider had received a number of complimentary reviews from people and their families. People and their families had also sent the provider a number of cards thanking and complimenting them and their staff for their service.

A member of staff told us, “I am so comfortable with the managers, they are so supportive. If I raise concerns, about colleagues or clients, they support me.”

The registered manager said, “We have an open-door policy, my staff have worked with me for years, and I have a system for them to write reviews about me as well. They know I am still learning as well.”

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.

One member of staff told us, “The managers are brilliant. Both my managers are good, they do not have any discrimination, and they help you to grow and develop. They helped me to do my NVQ level 2. I love it there. They are like a second family to me.”

An NVQ Level 2 in Social Care isan entry-level, vocational qualification for those starting or working in adult care, teaching essential skills like person-centred care, safeguarding, communication, and health safety.

A second member of staff said, “They [the managers] are human beings and they really try their best. You cannot satisfy every person all the time, but they try as much as possible to make everyone happy and do the right thing.”

Another staff member told us, “The managers are very good. I am happy with the service they give to me and the clients also. I am happy working there.”

The provider had clear responsibilities, roles, systems of accountability and appropriate governance. They used these to manage and deliver good quality, sustainable care and support.

However, some of their quality assurance systems required improvement in some areas. Staff had completed all their training. However, the provider’s audit had not identified their staff training records had not been updated in some places. The provider had also not identified their accident and incident audit did not always include the information about lessons learned and the action taken that was included in the accident and incident records. This meant these audits were less likely to be effective. During our assessment the provider updated their staff training records.

The provider worked in partnership with other organisations and healthcare services. They shared and obtained information and learning with partners and collaborated for improvement.

They also worked with the local authority, who the provider had asked to audit the service to ensure it complied with regulations and provided good care and support.

The provider had systems and processes in place to support continuous learning, innovation and improvement across the organisation.

They were a member of the local authority’s group for care providers and participated in the group’s discussions and training. They also took part in training with a local hospice. They received emails and bulletins from CQC with information and updates, and they were part of a Home Office group regarding the right to work in the UK.

The registered manager had also gone to work as a clinical lead in another care service for a time, to learn and further develop their knowledge and skills.