AYS Care

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 vision and values of the service were clear and promoted people’s rights, choices and independence. This was outlined in their statement of purpose. The provider had a values-based recruitment process to ensure staff were employed who demonstrated their vision and values. The registered manager ensured staff delivered care in line with those values during regular spot checks, supervision and team meetings.

One staff member said, “There is a shared focus on maintaining quality standards. Having a manager who is ready to listen and implement changes.”

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 members expressed positive views regarding the management team. They highlighted the effectiveness of the open-door policy, that it encouraged them to voice concerns and share suggestions, all of which were addressed in a timely manner.

Staff and families described the registered manager as approachable, friendly and proactive about improving care.

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

Staff understood the organisation’s whistleblowing policy. They expressed confidence in reporting any concerns should the need arise.

Staff told us that they felt confident to raise any issues about the way care was provided within the service. This transparent environment motivated the team to express their concerns openly, knowing they would not face any negative consequences.

The service had a feedback box in the entrance hall where visitors were encouraged to leave feedback about the service, additionally there was stamps and envelopes for people to take the forms and complete and send back anonymously.

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.

Staff reported feeling valued, supported, and respected by the management team. Additionally, the organisation had a diverse staff team, representing a range of cultural backgrounds.

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.

Family members expressed positive views about the provider, indicating satisfaction with the quality of care and services received. One family member said, “My [relative’s] room is lovely, I receive photo updates and I feel I can speak openly, and I can make a complaint.”

The provider carried out audits on a range of critical areas. This included medicines, personal protective equipment (PPE) and care planning audits ensured that individual care plans were accurate, up to date, and responsive to the evolving needs of people. Risk assessments were reviewed to identify and mitigate potential hazards within the environment.
Alongside scheduled audits, the registered manager carried out unannounced spot checks to ensure staff consistently followed procedures and training, this included unannounced night checks.

Staff told us they felt supported, one staff member said, “If I find something difficult, I can approach the management and address it straight away.” Another staff member said, “There is an open-door culture that really helps to discuss any concerns or issues we have. I am also getting continuous support, and I can discuss things with the registered manger daily. I have regular supervision which helps me improve my skills.”

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.

We saw evidence of the provider working in partnership with other professionals. The professions we contacted for feedback about AYS did not come back to us to provide their view.

Families told us they work in partnership with staff and the registered manager. One family member said, “We work together.”

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.

Staff at all levels were encouraged to think creatively, contribute ideas, and seek out opportunities for positive change. By promoting open dialogue and the sharing of best practices, the provider ensured learning was embedded into daily routines and strategic planning. This commitment to ongoing development meant that the organisation remained responsive to people’s changing needs and their quality of life.