Unicorn Healthcare Services

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. At our last assessment we rated this key question Inadequate. The service was no longer in breach of legal regulation 17 in relation to good governance, and regulation 19 fit and proper persons employed at the service. At this assessment the rating has changed to 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 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. People and their relatives knew the management team by name and were able to contact them at any time. Managers led by example and supported staff by sharing their experience and knowledge. The registered manager said their goal was to grow the service slowly while keeping its quality and personal approach. They were proud of the teamwork and positive feedback from clients. A recent online review by a family member had praised the support given to people, which had enabled their loved ones to attend a family event. A staff member told us, “I enjoy caring for and helping people. I like to see a smile on their face when I am finished. It makes me happy and gives me joy!”

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. The registered manager described improvements made since the last inspection. This had involved the introduction of new systems for recording and planning care, as well as changes to the management team. They spoke with pride about the service, the people using it, and the staff. We received positive feedback about the management team and leadership. People and relatives noted there had been improvement in the standard of organisation and communication.

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The provider fostered a positive culture where people felt they could speak up, and their voice would be heard. Staff said they felt well supported and were encouraged to share concerns and ideas during meetings, handovers, and supervisions. They confirmed the registered manager had an open-door policy and was available whenever needed. People and their relatives confirmed this, with one telling us,"I just know if I have got an issue, I can contact them.”

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 registered manager told us staff retention had been a concern, but recent changes to the management team had improved this. The provider celebrated staff achievements with a monthly ‘Team Member of the Month’ award. Staff we spoke to were happy in their work and felt supported.

The provider had systems in place for sharing and recording information between managers and staff, and audits of care notes and risk assessments were being completed. However, these audits were reviewed on an individual basis rather than holistically. This meant that trends and themes across the service were not identified, and opportunities to respond to emerging risks or make improvements were missed. We discussed this with the registered manager, who acknowledged the need to review processes and committed to using audit information more effectively to drive service-wide improvements.

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 service worked with external professional agencies within the local community. This ensured people had access to other services when they needed them. Records we reviewed confirmed this. For example, people were supported to attend church services and other local community events.

The provider promoted continuous learning and innovation, encouraging creative approaches to deliver equal experiences, outcomes, and quality of life. For example, care workers had taken a person to the pub as they enjoyed this activity. They had expressed their joy at being supported to achieve this. At our last assessment, systems and processes were not found to be robust. At this assessment we found that lessons had been learned to support the improvement required. A new management team had reviewed the service and driven the improvement required. Staff received training to help support the delivery of safe, and effective care. They said they were introduced to their roles gradually and given time to complete training. They shadowed experienced staff until assessed as competent. Feedback was gathered from people, relatives, and staff through meetings, phone calls, surveys, and quality checks. An action plan had been developed to address any concerns identified. This was shared with staff at regular team meetings. The service had a positive, open culture. People, relatives, and staff told us they felt free to share their views at any time. They knew they would be listened to and respected. A person told us,"I had a questionnaire by email to ask how things were going. I have that on a regular basis.”