Inspire Lives Care Services 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 of 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.

Peoples’, relatives’ and staffs’ overall feedback assured us at its heart the service had an embedded positive culture. They all spoke highly of how the service was managed. One relative said, “The manager is always in touch with us and makes sure we are ok with everything.”

Staff spoke positively about their experience of working at the service and were complimentary of how managers supported them in their roles. One said, “The management is good when I compare it to other agencies I have worked for. They follow up on any issue and sort things out very quickly. You can contact them anytime and they are so easy to communicate with.”

Additionally, staff were provided with regular supervisions and appraisals, access to additional training and reviews of their competencies.

The registered manager spoke of the importance of culture within the service and ensuring they followed the EDHR (Equality Diversity and Human Rights Act 2010) They told us, “I uphold equality and diversity and human rights seriously and have a detailed policy reflective of this legal act. For example, I previously, at the request of a person during their initial assessment, recruited an employee from a similar background and culture on their request which met their specific needs.” This targeted recruitment of employees is lawful and complies with the EDHR Act.

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 registered manager was extremely experienced in their field and had attained the accolade of a Queens Nurse (QN). This honorary title is awarded by the Queens Nursing Institute (QCN) to community nurses who demonstrate a high level of commitment to person centred care, leadership and learning, and is a recognition of their excellence in nursing care.

All of the feedback we received identified the registered manager held a proactive approach to leadership, with an emphasis on delivering high quality person centred care whilst considering and respecting the views of everyone who came into contact with the service. One person said, “I am so pleased to say how great the company is.” A healthcare professional said, “I was impressed by the enthusiasm and engagement of the staff, as well as the ongoing support of the lead nurse [registered manager]."

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The culture of the service afforded people and relatives to have confidence in speaking up and raising concerns without fear from doing so. The registered manager listened to people and relatives views and acted upon them. One person said, “If you make a suggestion in feedback forms they get back to you straight away and they also ask other people what they think about your suggestion too.” Another person said, “The manager comes to see me regularly and when my [family member] is there too so they have both of our views.”

Staff said they were well supported and encouraged to share any concerns and make suggestions during staff meetings, handovers, and during supervisions and appraisals. They added the registered manager had an ‘open-door policy’ and made themselves continually available if they needed to contact them or another member of the management team. One staff member said, “They are approachable, supportive and always available.”

Staff confirmed they had been trained in and how to ‘whistleblow’ and had access to the provider’s policy. They knew which key organisations they could contact to raise concerns if they felt managers were not taking concerns seriously enough.

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 registered manager demonstrated a positive commitment to fairness, and inclusion and fostered an equitable and inclusive work force. They told us they recognised the importance of staffs’ personal lives and the impact on carrying out their role this may have on them at times of stress and anxiety. They told us, “A staff member needed adjustments to their work and shifts due to a personal circumstance of a family member. I offered them different working schedules, time away from work, and informed them of other agencies they could seek support from to improve their well-being."

The provider had clear responsibilities, roles, systems of accountability and overall good governance. They used these to manage and deliver good quality, sustainable care, treatment and support which people in receipt of the service confirmed.

Overall effective quality assurance processes were in place supported by a wide range of audits covering key areas to maintain good oversight of the service.

We did identify a recording shortfall in some paper based care plans. Whilst carers had access to the most up to date care plans and risk assessments on their electronic devices the paper based ones held centrally lacked some detail. We brought this to the registered manager’s attention. They took this omission seriously and immediately reviewed and updated these plans and submitted them to us during the assessment. We further reviewed the plans and were satisfied this was a recording issue.

Robust communication arrangements were well established for sharing and recording information between managers, staff and external stakeholders. These arrangements supported the sustainability of the service to maintain adequate oversight and ensure good standards.

The registered manager was aware of their responsibilities regarding the duty of candour and made statutory notifications to relevant bodies which is their legal responsibility to do so.

The provider worked collaboratively with external professionals, ensuring coordinated, joined‑up care. Feedback from 4 health professionals demonstrated there was robust communication between them and the registered manager which supported people’s ongoing safe care and treatment. This collaborative approach ensured people’s health and social care needs were met according in line with their needs.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They actively contributed to safe, effective practice and research.

The registered manager’s experience and qualifications afforded them access to a professional network that supported innovation, and improved peoples’ care. They had access to developmental workshops and networking opportunities. The registered manager told us, “I attend courses and local provider forums to support the development of the service. I also attend the local 'Women in Care Business' forum where NICE (National Institute in Care Excellence) guidelines and amendments are discussed including updates announced by the CQC (Care Quality Commission).”