Amazingly Care Ltd

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 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 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, quality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The providers policies and service agreement plan clearly identified expectations of how staff should support people to live well, placing people at the centre of designing their care. This was evident in peoples feedback about care and language used by staff in daily entries and care plans.

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. One relative said of the registered manager, “[Manager] is so good. Has such a strong rapport with [loved one]. [Loved one] feels very safe and supported.” One person told us, “I would rate them excellent. I know how to raise a complaint, but I haven’t needed too.” Staff told us they frequently received positive feedback and praise. One said, “We get lots of encouragement, positive feedback, and recognition.”

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

Staff told us they felt listened too, and there was an open and honest culture. One member of staff told us, “The culture is very open, and I know I would be listened to without judgment.”

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 told us they had seen an increase in racism towards staff in the local community which had been quite upsetting. They told us, “I support my staff when this happens by giving them a safe space to talk about the incident and if appropriate encourage them to report it to the police.”

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. However, they were unable to meet their financial obligations related to sponsoring overseas staff and were suspended from sponsoring new staff for 12 months. The provider reported challenges in growing their business without a CQC rating, which led to borrowing funds to meet sponsorship obligations. They were transparent with staff and partner organisations about these difficulties and implemented a contingency plan to avoid disruption to care. They also were actively supporting staff in finding new sponsorship’s and continued to pursue contracts to strengthen their business. The provider was able to demonstrate how they intended to grow the service whilst ensuring that people were supported by the right staff, including actively attempting to recruit local care workers. Where additional staffing was required, the provider had access to agency staff to maintain safe staffing levels.. The provider had invested in electronic care monitoring, so all care calls and the care provided was instantly available for review. They had ensured where there were gaps in information this was followed up to ensure people were safe.

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 registered manager worked closely with people and their families to ensure consistent and collaborative care. Although peoples loved ones and live in support provided the primary advocacy for peoples care needs, the provider had systems in place to provide support if this was needed.

One person had two care agencies supporting them. A relative told us, “We had an incident when [loved one] had received a minor injury during the time frame the other agency supported them. When amazingly care next came, they noted the injury and checked it had been reported.

The communication is excellent, and they pass information to me and the other care agency when needed.”

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 registered manager was constantly looking for ways to improve staff training and development that was sustainable and could improve the outcomes for people the service supported. This included engagement with local authority registered manager forums, and accessing free training offered for staff, as well as online training available via the NHS. The registered manager had signed up to various professional alerts to ensure they kept up to date with best practice and shared this information with staff within team meetings and supervisions.