Archived: Turn Up Care Limited

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 Requires Improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

The service was in breach of legal regulation in relation to the governance of the service.
 

This service scored 61 (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 equality and human rights, diversity, and understanding challenges and the needs of people and their communities. The registered manager shared the provider’s vision and strategy with staff to promote quality of care. However, the registered manager had recognised that their vision of providing good care in a supported living environment had been influenced by external factors which had impacted on the culture of the service. They were proactively taking actions to address these influencing factors to ensure people were given maximum opportunities to live in a home of their choice.

The registered manager was passionate about the service. They were visible in the service and led by example and with integrity. However, they were not explicitly clear of the guidance and legislation which underpins the requirements for supporting people with a learning disability and or autism who required personal care in a specialist service. The registered manager would benefit from peer support to help them navigate and understand the requirements of managing a supported living service.

The provider stated they had an open-door policy and encouraged people to speak up and raise concerns. However, people and their relatives said they were not always listened to, and their views and requests were not always respected.

The provider valued diversity in their workforce. Staff stated the provider worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. The registered manager said they would take action to address any disparities in the experience of staff.

The provider was in breach of the legal regulation relating to good governance. The provider’s governance systems had not consistently resulted in enhancements to the quality and safety of services, including the experience of those using them.

The provider’s current monitoring and governance auditing systems and processes had not been effective in identifying gaps in people’s care plans and associated records including staff development records. The registered manager had not identified people’s care and risk plans lacked clear guidance for staff on supporting people with a learning disability and autism in a person-centred and safe manner. However, they were planning extra training to improve staff record-keeping regarding the support offered to people and their care delivery including how people were offered and supported to use their funded one to one hours.

The provider had not followed their national guidance and policies relating to supporting people with a learning disability and autism.

Working arrangements were in place to ensure staff were supervised and their care practices were regularly assessed. However, records of staff development and support where not always detailed or monitored effectively.
 

The registered manager understood their duty to collaborate and work in partnership with people’s health care professionals. Health care professionals praised the registered manager and said they were willing to learn and acted on recommendations.

The provider focused on learning from their experiences and adjusting their practices to make improvements across the service and positive outcomes for people. For example, the registered manager recognised their systems to gather and review information about people needed to improve to ensure staff had the information they needed to support people. They had also recognised actions were needed to ensure people were supported to manage their tenancy agreements and to ensure their housing rights were protected.