New Support Care Limited

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.

We have not awarded this service a score for Well-led.

Find out about when we will not publish a key question score and what we look at when we assess Well-led.

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 registered manager told us the vision and culture of the service was one of kindness, dignity, person centred support and equality. We spoke to staff who told us the vision for the service was “person-centred care” and to “treat people kindly and with respect”.

These values were shared with staff during induction; they were also identified during meetings and supervision with staff. This meant the provider could be assure that their vison and culture was understood and promoted within their workforce.

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.

Discussion with the registered manager evidenced they were focused on providing a service that was reliable, committed, compassionate and met people’s needs. The registered manager told us they wanted to support staff to be competent and happy within their role and they were passionate about ensuring people received good care.

One relative told us the registered manager was “A very nice person”, I can call, and they listen to me”. We spoke to 5 staff who told us the registered manager was approachable and treated them with respect and kindness. Comments included, “You can ask [registered manager] for support in anything” and “[registered manager] is brilliant and colleagues are supportive”.

This meant the provider could be assured that leaders had the skills, compassion and values to lead effectively.

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

The provider had a speaking up policy which gave staff information of how to speak up and who to contact.

Staff we spoke to told us they were confident to speak up and were aware of how to do this. We were told, “I am confident if I raise something [registered manager] will investigate it.” This meant staff had the knowledge and confidence to speak up if needed.

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 ensured staff had access to training in equality and diversity. The registered manager told us they were focused on ensuring the service was inclusive and fair. They told us, “I ensure all staff have access to the same opportunities.”

Staff told us about the support they had received when they were first employed. This included support with accommodation, and understanding cultural differences. This meant the provider could be assured that an inclusive culture was supported.

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 systems and audits to ensure information was reviewed and monitored. For example, monthly medicines audits were completed to identify shortfalls and actions taken noted, these audits were clear and concise. The provider also communicated and gained feedback from people to ensure areas of support could be monitored and adapted to best meet people’s needs.

Systems were available to ensure staff were provided with appropriate supervision and support to enable them to perform their role safely and in line with good practice. This meant the provider could be assured that governance of the service was managed effectively.

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 explained to us how they had worked in partnership with other health professionals such as occupational therapists and speech and language therapists. We saw records of communication and plans that had been developed in collaboration with these professionals. Staff we spoke to were aware and confident about the information these plans contained and who to contact for further support in these areas.

This meant the provider could be assured that a holistic approach was used and appropriate support gained to ensure people’s needs were met.

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 completed audits which identified areas for improvement and actions were taken against these. The registered manager ensured that regular updates were provided to staff and that learning was shared during meetings and supervision.

The registered manager told us how they gained regular feedback from both people and staff to ensure that the service continued to improve.

Staff told us, “We are encouraged to share ideas on how to improve the service, our opinions are always welcome”, and “changes and updates are given at the meeting or supervision.” This meant the provider could be assured that learning was shared and a drive for improvement was supported.