Mega Resources Nursing & Care - Gloucestershire

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• 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 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 79 (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 an understanding of the challenges and the needs of people and their communities.

The service was family run and based their strong principles and commitment on providing quality care aligned to family values. Core values included, ‘family centred’,‘compassion’,‘dignity’ and ‘listening’ amongst others. During recruitment, potential new staff were measured against the core values to confirm they would be a positive ambassador for the service. This meant potential staff needed to demonstrate the same values and promote the provider’s vision.

The management and staff team all demonstrated a positive, compassionate and inclusive culture that promoted trust, transparency and understanding between them and the people and relatives using their service.The provider involved staff and people in shaping the direction and development of the service.

The provider received good feedback from staff. Comments included,“I know the service values as they are reflected in the way we work every day”,“I believe [the provider] is one of the best care companies. Every member of staff works hard to provide high quality person-centred care and to continually improve the service. The care sector is always changing, with new legislation, regulations and best practice and [the provider] works hard to keep staff up to date through training,good communication and continuous improvement.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

There was clear and visible leadership within the service. The management team demonstrated good knowledge and insight into the needs of the people the service supported and what mattered to them.The registered manager kept up to date with their own training, competency, knowledge and skills, which was disseminated to the management team and each level of the staff team. The registered manager was held in high esteem from the management team for their attention to detail, scrutiny of the service provision and expected high standards.

Leaders we spoke with demonstrated respect and compassion for the staff team and valued their contribution to the service and the care provided.Feedback we received from health and social care professionals was positive. Comments included, “I've found the management team at [the provider] to be incredibly supportive and approachable”,“The communication from [the provider] has been outstanding. They respond swiftly and effectively to any enquiries, making it easy to address concerns that may arise in”,“The management team takes feedback to heart and works closely with staff to identify solutions that tackle concerns head-on” and “I am always pleased when [the provider] is sourced to provide support for people I work with, as I have confidence in the quality of service they deliver and the professionalism of their staff.”

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

Staff were supported and encouraged to speak up. Staff told us they would be happy to raise concerns if they needed to, they had all read and signed the whistleblowing policy.One staff member told us, “I feel comfortable raising any concerns with my manager. I know my concerns will be listened to, taken seriously and acted on when needed.” People and their relatives also told us they knew how to raise concerns. One relative said,“If I have any problems or concerns, I can contact the management, and they are always available to help.”

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 an Equality, Diversity and Inclusion policy which they applied to the care of people and to their staff. Some staff required reasonable adjustments or changes to their working schedule which was applied. Staff had been recruited from overseas using the Government Sponsorship License as well as applicants from the UK.

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.

The service operated within a clear and defined governance framework. This included consistent monitoring, regular auditing at different timescales and levels, high level oversight and scrutiny and a leadership team who demonstrated the core values of the service within the service as well as outwardly to stakeholder partner organisations and the public who they supported.

We received very good feedback from stakeholder partners regarding the management of the service, the communication of leaders, the flexibility to accommodate support at short notice and the skill of the service provider to deliver high quality care to people in their own homes, leaving hospital or receiving reablement services.

Comments from social care professionals included, “I've found the management team at Mega Resources to be incredibly supportive and approachable. They actively foster collaboration and are dedicated to addressing the unique needs of both the caregivers and the clients in their homes. For instance, during a particularly challenging situation with a client who had high expectations, the management and care team worked hand in hand with our [adult social care] team to ensure a positive, constructive atmosphere, which significantly improved the care delivered”, “The communication from Mega Resources has been outstanding. They respond swiftly and effectively to any enquiries, making it easy to address concerns that may arise in. I witnessed their calm, engaged response during a difficult situation, which helped de-escalate potential tension. The level of attentiveness was vital for ensuring a quality care experience”and “I believe Mega Resources is a great homecare service. My experiences have been very positive, and I genuinely appreciate their commitment to delivering quality care,maintaining effective communication, and employing skilled staff.All of these elements contribute to a nurturing environment for clients and their families in their own homes.

The management team were forward-thinking and innovative ensuring sustainability in a changing and developing social care business world. They had integrated recruitment and technology arms (including app development) to their business and embraced social media, video and podcasts to showcase their service in a transparent and accountable way to the general public and stakeholder partners. They had developed an ‘urgent support link’ for family members and unpaid carers to have urgent access to support or respite. They were currently developing a system to monitor the health and well-being of people they supported to aid preventative care.

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.

The provider worked well in collaboration with stakeholder partners, charities and national organisations.The management team recognised the importance of building relationships with key partners to establish open communication and shared information. They were involved in the local authority ‘test and learn’ project to provide reablement services to people who had been discharged from hospital.They provided‘home from hospital’ services for people who needed on-going care to enable them to be discharged from hospital.

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 was focused on continuous learning and development of the service, their staff and individualised service provision.

They were committed to improving services to people. By monitoring and analysing service provision, listening to feedback from staff and people they continually identified areas to develop or improve.

Staff were encouraged to develop their knowledge and career path.The management team maintained their professional development and kept up to date with social care changes and innovations.