Aura Supported Living Ltd Also known as Head Office

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.

This service scored 68 (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 demonstrated a clear shared vision, strategy and culture that focused on delivering high-quality, person-centred care. This was understood by staff and reflected in the experiences shared by people using the service, their relatives and members of the workforce. There was a strong emphasis on treating people with kindness, promoting independence and ensuring people remained at the centre of decisions about their care and support.

Staff consistently described a positive, supportive and open culture where communication was encouraged. Staff told us they felt able to contribute ideas and raise concerns. The provider also promoted a culture where people and relatives were listened to and actively involved in shaping their care.

The manager demonstrated the skills, knowledge, experience and credibility required to lead the service effectively. They were visible within the service and remained actively involved in supporting people with their care needs while continuing to grow and develop the organisation. The registered manager told us they were committed to maintaining direct contact with people using the service, as this helped them develop a detailed understanding of people's needs, preferences and outcomes.

The manager also recognised the value of spending time alongside staff and described this as an important part of their leadership approach. By remaining involved in day-to-day service delivery, they were able to provide guidance, support and oversight while building positive working relationships with staff. Staff told us they valued this approach and found the manager approachable and supportive.

The provider fostered a positive and open culture where staff felt able to speak up, raise concerns and share their views. Staff understood the importance of reporting concerns and were confident they would be listened to and supported by the management team

All the staff we spoke with told us they knew how to raise concerns and would feel comfortable doing so if needed. One staff member said, "I know the manager would respond immediately if I raised a concern."

Feedback from staff demonstrated there was a culture of openness and transparency within the service. Staff were confident concerns would be taken seriously and acted upon appropriately, which helped promote a safe and positive environment for both people using the service and the staff who supported them.

The provider valued diversity within its workforce and promoted an inclusive and fair culture where staff felt respected, supported and able to contribute. Staff told us they felt valued by the organisation and that their wellbeing, views and contributions were recognised. The provider fostered a positive working environment that encouraged equality, respect and teamwork, helping staff to deliver high-quality, person-centred care.

Staff spoke positively about their experiences of working for the service and the culture created by the management team. One staff member told us, "I thoroughly enjoy being part of the company and feel appreciated for making a difference to the lives of the individuals I support. I can honestly say that Aura is the best company I have worked for. They truly deliver person-centred care and make a positive impact on each individual they support. Care and compassion are at the heart of the organisation for people and staff, and it is an honour to be part of it."

The provider did not always have effective governance systems in place to ensure clear oversight of the quality and safety of the service. Whilst systems for monitoring care and support were established, these were not always sufficiently robust to identify areas requiring improvement or ensure records were accurate, complete and reflective of people's needs.

We found care plans did not always contain enough detail to guide staff in supporting people safely and consistently. For example, where people had specific health or support needs, records did not always provide sufficient information about the risks associated with those needs or the actions staff should take to mitigate them. This meant important information was not always clearly documented within care records.

In addition, staff did not consistently complete daily notes at the point care was delivered. Where records were completed retrospectively, the provider could not be assured information accurately reflected the care and support provided. This reduced the effectiveness of records as a tool for monitoring people's outcomes and identifying changes in needs.

Although the provider completed audits of care records and service delivery, these were largely checklist-based and had not identified a number of the concerns found during our assessment. As a result, opportunities to improve care planning documentation, record keeping and oversight had been missed. Improvements were required to strengthen governance arrangements, ensure audits were effective in identifying shortfalls, and drive sustainable improvements across the service.

The provider understood the importance of partnership working and collaborated effectively with external agencies to help ensure people received coordinated and seamless care. Where required, the provider made appropriate referrals and notifications to relevant organisations, including the Care Quality Commission (CQC) and the local authority, demonstrating an understanding of their regulatory responsibilities and duty to share information.

The service was responsive to requests for information and engaged positively with partner agencies to support people's safety and wellbeing. The registered manager was open, transparent and fully engaged throughout the assessment process, providing information promptly and participating constructively in discussions. This demonstrated a collaborative approach and a commitment to working in partnership with others.

The provider did not always demonstrate a strong focus on continuous learning, improvement and innovation across the service. Although systems were in place to monitor the quality and safety of care, these were not always effective in identifying concerns and driving timely improvements.

During the assessment, we discussed concerns with the registered manager regarding the quality and effectiveness of governance processes, particularly in relation to care planning and record keeping. The registered manager acknowledged they were already aware of some of these issues; however, sufficient action had not been taken to address them prior to our assessment. This meant opportunities to improve the quality of care and strengthen oversight arrangements had not always been acted upon promptly.