Pure Care Agency 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 newly registered service. This key question has been rated good.

This meant the service was 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 and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Everyone working at the service had the shared vision to provide quality care for people using their service with staff who were knowledgeable, kind and patient. Records of team meetings were present and highlighted the commitment of staff and leadership to improve the service, as reflection from what had been achieved the previous month was discussed along with expectations to improve in the future.

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.

Staff spoke highly of the registered manager and provider of the service. They told us they were supported by leaders who were kind and understanding and willing to share knowledge with them whenever they needed. A member of staff said, “I’m enjoying the job, the agency and everyone here is nice, they are helpful and will answer your queries straight away.”

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

Staff told us were confident to speak up to the registered manager, the provider and other staff who worked in the office if needed. The culture supported openness and transparency for staff to be heard for the benefit of people’s health outcomes. A member of staff said, “It would come back on us if I felt I was not doing enough, I spoke to [Registered manager] about [person] and they took action."

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 service recruited staff from different backgrounds which was reflective of the community they supported. Recruitment practices were inclusive and did not discriminate.

Staff continually told us they enjoyed coming to work and they were treated with respect by everyone at the service. Staff worked well with each other and the culture within the workplace was positive and encouraged improvement.

The provider had clear responsibilities, roles, systems of accountability and good governance overall. 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 took action where it had not been effective.

We identified a failure with the provider’s auditing systems in that the quality monitoring of recruitment references had not been effective. However, lessons learnt were conducted and the leadership took accountability of the error found within the references.

The registered manager conducted other robust audits they carried out to monitor the service which included medicine audits, care plan reviews, call monitoring, safeguarding and infection control.

The provider had a clear quality improvement plan in place. This set out actions the service was working towards to strengthen care delivery, governance, and outcomes for people using the service. All staff, including leaders at the service knew what was expected from them as there were clear guidance, policies, and procedures in place. The registered manager understood the need to be open and transparent and what needed to be reported to the Care Quality Commission under their duty of candour. This meant people were able to benefit from care that was aiming to be delivered safely and consistently.

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.

Health professionals acknowledged the work the service did with people and their families and they had observed how it had meant people and relatives were able to feel part of the community again. A health professional said, “The service is dedicated and inclusive, and have helped link people up with services to enhance social integration."

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 had a clear quality improvement plan in place. This set out actions the service was working towards to improve care delivery, governance, and outcomes for people using the service. A timeline was in place and what success would look like after they had achieved each target set in the plan was set out.