Yanah 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 leadership, management, and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment, we rated this key question requires improvement. At this assessment the rating has changed to good. This meant the service was well managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

The provider was previously in breach of the legal regulation in relation to good governance. Improvements were found at this assessment, and the provider was no longer in breach of this regulation.

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, diversity, and inclusion and understanding challenges and the needs of people and their communities.

The mission for this service was ‘a proud family-run care service - to deliver compassionate, person-centred care that upholds dignity, encourages independence, and honours the unique identity of each person we support.’ Our findings throughout this assessment supported the implementation of this strategy.

The provider had made effective changes to the way the service was run following the issues raised at our previous assessment. Staff understood their roles and responsibilities, this included management, office-based staff, and care staff. All staff spoken with told us they felt able to contribute to the continued improvements at this service and their views were welcomed and valued.

The registered manager understood and embraced the ethos of ‘Rightsupport, Right care, Right culture.’ They ensured staff supported people in accordance with the guidance.

The provider had an inclusive management team, who understood the importance of an empathetic approach, 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 and their management team were well respected by staff, people, and relatives. A staff member said, “I really trust the management team leadership, with their good communicationand understanding. I see them trying every day to improve and they are open for suggestions; they are supportive."

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

Staff and leaders actively encouraged staff to raise concerns and promoted the value of doing so. All staff were confident their voices would be heard. When things went wrong, prompt action was taken to make improvements and where needed, apologies were made to those affected.

The provider had an appropriate policy for Whistleblowing which staff were aware of, and staff felt there was a culture of openness, they could speak up and would be listened to. Guidance was in place should staff wish to report their concerns to external agencies such as the CQC. Staff understood this process.

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 were from a wide range of backgrounds and cultures. Staff were given time for prayers and holy days were acknowledged. Rotas were adapted to support staff.

Every Friday was dedicated to staff wellbeing. This included team-building activities,

informal check-ins, or time to relax. The provider stated this initiative was to help staff focus on emotional and mental wellbeing.

Staff felt the provider valued diversity in their workforce. One staff member told us, “Yanah Care is a supportive, well-led organisation that genuinely puts service users first. I feel proud to work here and be part of a team that strives for excellence in care."

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 provider had ensured all staff understood their roles and responsibilities and there was proactive systems of accountability and good governance. The provider used this system to manage and deliver good quality care and support. The provider acted on any information received about risk, performance, and outcomes.

The provider had invested in technology that supported their oversight of the service and had robust governance processes in place. We saw examples of how the system supported the leadership team to have immediate oversight of the service including the safe administration of medicines and reviewing of accidents and incidents. This ensured any issues were addressed quickly before they impacted people’s health and safety.

The provider understood their duty to collaborate and work in partnership, so services worked together for people. They shared information and learning with partners and worked collaboratively for improvement.

The registered manager told us, “We are proud to be active in our local community. A staff member regularly volunteers through a charity supporting international educational and cultural projects. Yanah Care also encourages community engagement and supports team involvement in local events, fundraising, and awareness campaigns."

The provider focused on learning and improvement across the organisation. They encouraged the delivery of positive outcomes and quality of life for people.

The provider focused on continuous learning, innovation, and improvement across the organisation. They encouraged creative ways of delivering equality of experience, outcome, and quality of life for people.

Staff and leaders had a good understanding of how to make improvements happen. The approach was consistent and included measuring outcomes and impact. Regular staff meetings were held where any changes to company policy or regulatory requirements were discussed and actions agreed.

Staff were well trained and had the skills needed to develop the role with a clear focus on continued improvement and development.