EMCAS Lincolnshire LTD

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 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.

People described the service as organised, with accessible communication from the office and leadership. One person said, “Office staff always respond if I leave a message on the app.” This reflected consistency in how people were supported.

Leadership was often described positively. People highlighted the supportive culture, with 1 person stating, “Management and care staff show an understanding of what people need.”

People said their trust in the service was shaped by staff professionalism. One person said, “I would recommend them, they’re always kind and polite.” This showed strong trust between people and staff.

Some experiences varied. One person said, “Sometimes a bit stretched, short staffed at the moment.” However, most people felt leaders were visible, approachable and committed to maintaining good standards.

A staff member reflected the shared culture, saying, “Teamwork is collaborative,” highlighting how leadership helped create a positive working environment. We reviewed documents that confirmed regular team meetings took place.

People described leaders as approachable and supportive. Feedback also indicated that leaders fostered a strong, positive culture. One relative commented, “The manager is a strong individual.” Another person highlighted compassionate leadership values, saying, “They treat me as an individual and care about me as a person.”

Leadership behaviours were seen to influence staff professionalism. A family member said, “I am confident [staff] or the manager will contact me if they have concerns about my [family member].” This reflected trust in leaders to ensure safe, coordinated care.

A staff member reinforced this positive leadership culture, saying, “Management are always available and very supportive.” This demonstrated how inclusive leadership supported staff as well as people using the service.

People and their relatives described a service where concerns could be raised and staff generally responded when issues were reported. One relative shared, “I had one little concern, and I phoned the office and it was dealt with. Amazing response and happy with result.” This showed prompt action and clear communication. One person said, “If I phone the office, no problem. They will answer my call. Good communication.” Another person added, “Office staff always respond if I leave a message on the app.” This highlighted accessible routes for raising issues, including out-of-hours contact.

Staff also described a culture where they felt safe to escalate concerns, with a staff member telling us, “If we have significant concerns we can raise them with the office.”

People and their relatives were able to provide instant feedback after each care call via an app. We reviewed the feedback and all showed positive feedback about the care that was being provided. This supported the management to monitor the quality of care being provided.

People consistently described staff as respectful, kind and non-judgemental, reflecting a culture where equality and inclusion were embedded in everyday practice. A staff member described the organisation, as “Very empathetic and there are equal opportunities for all.”

People’s feedback highlighted inclusive leadership, with 1 person saying, “Extraordinarily well managed. They treat me as an individual and care about me as a person.”

While improvements were required, such as increasing audit frequency, improving record accuracy and keeping documentation current. The service continued to invest in staff development, supervision and planning.

Governance systems were in place, though some processes were not monitored as required. Medicines and care plan audits occurred less frequently than policy stated and some information held about people was not always up to date, indicating gaps in oversight.

Leadership communication, responsiveness within the office team and established workforce structures supported operational sustainability and contributed to the safe running of the service.

Communication with the office was generally positive. One person shared, “There hasn’t been a need really, though they are good at getting back.” Another said, “If I phone the office, no problem. They will answer my call. Good communication.” This showed consistent accessibility and operational reliability.

Workforce systems, including rotas, recruitment processes, training schedules and regular supervision, supported day-to-day operations. People described confidence in staff professionalism. Staff also reflected positively on leadership, with a staff member reporting, “Office staff and team leaders are fantastic, always someone available.”

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 told us they worked with other professionals to help make sure people received continuity in their care.

The provider focused on continuous learning, innovation and improvement. Management looked for ways to improve the running of the service and the quality of care people received. Real time systems were in place to seek instant feedback from people, relatives and staff. People and relatives and staff were also encouraged to provide feedback through meetings, telephone monitoring, surveys and quality assurance checks.

Management reviewed feedback obtained in order to make positive changes. The culture within the service promoted honesty and learning from mistakes and there was a clear understanding of the need to be open in the event of anything going wrong. The provider promoted a learning culture within the service.