Aspect Domiciliary 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. At our last assessment we rated this key question good. At this assessment the rating has remained 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 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 service 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. Everyone was dedicated to the service and committed to delivering the highest standards of care. Staff told us they recognised the importance of working together towards a common goal. The registered manager demonstrated strong leadership and inspired the team to work together to achieve positive outcomes for people.

The service 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. Feedback about the registered manager was consistently positive. Staff described the registered manager as approachable, supportive, and responsive, promoting confidence within the team. One staff member said, “I feel confident in their leadership, as they check in regularly, listen to concerns, and take into consideration others opinion.’’ The registered manager demonstrated inclusive leadership by valuing staff input and ensuring that people receiving care were at the centre of all decisions. This approach helped create a positive and respectful working culture across the service.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. People and their relatives were encouraged to share their views about the service through regular calls by the registered manager who actively sought and valued their feedback. Staff said they felt confident to raise concerns and knew external services were available for them to speak up. They felt assured that any issues they raised would be taken seriously and addressed without delay, creating a culture of openness.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us they felt valued, and their individual circumstances were recognised and supported by the registered manager. We received many examples where staff needs, such as family commitments and work-life balance, were considered. Policies and procedures reinforced the service’s commitment to equality, diversity, and inclusion.

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. Governance systems were effective, allowing the registered manager to maintain clear oversight of the service. The registered manager said reducing the size of the service allowed for closer oversight of care plans and more personalised support for each person. They described how having fewer people enabled them to respond quickly to changes in care needs, provide additional support.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. People were supported to be part of their local community. The service consistently shared information with a wide range of professionals and organisations to support people in their own homes. External professionals did not raise any concerns about the service.

The service 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 contribute to safe, effective practice and research. The registered manager described the ways in which they continuously worked to enhance the quality of the service. This included identifying areas for improvement through regular checks, audits, and reviews of care delivery. The registered manager encouraged staff to reflect on practice, share ideas, and implement changes that benefited people using the service.