UniqCare Islington

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 newly registered 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 and care staff team all knew the shared organisational values and were open in sharing these with people using the service and others whilst demonstrating the values in their day-to-day work with people.

Privacy was upheld in the way people’s information was handled and who this information could be shared with, consent to share information with external professionals was obtained.
 

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.

Care staff told us “Our meetings showcase their willingness to listen to our ideas and feedback.” They also said “I believe the management team listen to our feedback and new ideas. As a relatively small organisation, communication between carers and management is close and approachable. We are encouraged to act as ambassadors for the organisation and to share our experiences, suggestions and ideas about how we can improve the service we provide.”

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

People were actively encouraged to share their views and experiences about the service through a range of methods, daily discussions, and feedback forms. Relatives felt comfortable raising concerns and felt listened to and asked for their views. Staff were supported and encouraged to raise concerns without fear of consequences.

Care staff told us, “Yes, we hold regular meetings and we are encouraged to speak up. Also, you can phone and call the management anytime and they would answer you and you can raise concern” and “I've felt able to voice my concerns when I've wanted 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.

The provider had clear and well defined equality, diversity and inclusion policies. These were reportedly adhered to well. We were told by care staff that, “I have faced no problems with my employers disrespecting my beliefs, race, religion, and sexuality” and “We have a diverse team with people from different backgrounds and religions, and I feel everyone is treated fairly, respectfully and without discrimination.”

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.

A care worker told us “I've had several team meetings with other care staff, usually on a 3-month basis but urgent cases may require a meeting before then. We talk about what is done well and what to improve, how the clients have found our services and any urgent discussion topics that may come up."

Spot checks are carried out every quarter or more frequently if the need arises. These involve observations of staff and service user interaction and conversations with people using 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.

Managers and staff worked in partnership with other health and social care services professionals to support the delivery of safe, high-quality care. The service actively advocated for people in communication with others about their needs.

A care worker told us, “Our meetings showcase their willingness to listen to our ideas and feedback” and “I feel management has consistently listened to my feedback and ideas.”

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 sought feedback from people, their relatives, and staff to support ongoing learning and improvement. This feedback, along with learning from incidents, audit outcomes, and quality assurance checks, was used to drive improvements in the safety and quality of care and support provided.