STANDBY24 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, which was newly registered on 8 December 2023. 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 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 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.

Leaders created a shared direction that made sure each individual person was at the centre of their support when decisions about their lives were being made. Closed culture risks were identified, assessed and mitigated.

Staff told us the culture within the service was positive, inclusive and compassionate, which helped build trust and understanding between the service and people using it.

Staff and the management team demonstrated a well-developed understanding of equality, diversity, and human rights, and they prioritised safe, high-quality and compassionate care.

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 and wider management team were experienced and demonstrated dedication and commitment to working closely with staff, healthcare professionals and people who used the service, to ensure high standards were maintained.

Leaders embedded a culture that enabled individually designed support and embraced people’s human rights. This meant people were able to live a good, ordinary life as part of their community.

The ethos, values, attitudes and behaviours of leaders and care staff ensured people lead confident, inclusive and empowered lives. People were treated with respect and dignity and staff treated people as equals.

A person’s representative told us, “Within just a few days of being with Standby24 there were noticeable improvements in [Name]’s wellbeing. It was like the anxiety literally left their body and the happy and lively person they used to be came back into being.”

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

Staff and leaders proactively engaged in conversations with people and their representatives about their understanding of their human rights.

The staff and management team said that everyone worked within a culture of openness, honesty, and transparency. Staff were empowered to drive improvement and encouraged to raise concerns when needed. Staff said they had full confidence in the management team and said appropriate action was taken to address any concerns and keep people safe whenever necessary.

A member of staff told us, “Staff are encouraged to always escalate to the office for guidance/solutions when things go wrong and information is shared through WhatsApp group chats, where everyone has the opportunity to make contributions.”

The service had effective systems and processes in place to help ensure people knew how and felt confident to speak up, raise concerns and whistle-blow, without fear of retribution. We saw the service had a whistleblowing policy, which was regularly reviewed and discussed with staff.

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 management team provided effective and proactive ways to engage with and involve staff, with a focus on hearing their voices and listening. Staff told us they felt supported to develop their skills and knowledge and were offered training to help with career development.

Staff made comments such as, “[Registered manager] is an excellent guide. [Name] educates us and doesn’t judge or give backlash,” “I feel supported in my role and know that I can reach out to management or colleagues when I need guidance” and “We hold team meetings where we can share updates, discuss challenges, and work together on solutions”.

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 ensured the model of care provided to people was in line with current best practice guidance ‘right support, right care, right culture’. This helped ensure people received high quality and person-centred care.

Throughout this assessment, the registered manager and the wider management team demonstrated that they had the skills and knowledge to provide a well-led service.

The provider had effective processes and systems for storing people's risk assessments, care plans, and daily logs. There were thorough audits, which enabled staff and the provider to learn from and improve the service. People, their representatives and staff provided regular feedback to confirm whether people were receiving the care and support, they needed. A member of staff told us, “Spot checks are carried out regularly and provide constructive feedback.”

Staff and people’s representatives told us they felt the service was well managed and said the registered manager and other leaders were very approachable and supportive.

A member of staff told us, “I would recommend the company as a good place to work due to the supportive environment and focus on quality care.”

A person’s representative told us, “Management are excellent. I am not afraid to raise any issues. I know I will be listened to and taken seriously, without any fear of repercussions.”

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.

External partners spoke positively about the working relationship they had with the service. People’s care and support plans demonstrated that people were supported to maintain regular contact with relevant healthcare professionals as needed. Information and guidance from external healthcare professionals was shared with care staff to help ensure consistency in providing care and support.

A clinical lead with the NHS told us, “[Standby24] have gone above and beyond to support users in crisis, avoid hospital admissions and placement breakdowns. The improvement we have seen in some people under the care of Standby24 has been incredible.”

A senior community learning disability nurse told us, “[Standby24] have been very professional in everything they have done. They have been supportive of family and colleagues, done what they said they will do and have made sure that they are consistent both in communication and recording. Since being involved with my young person, they have made a massive difference to their life and the support offered.”

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 service had effective systems and processes in place to help ensure that lessons were learnt when things went wrong. We noted that any issues were raised and discussed in team meetings, as well as during staff’s supervision sessions. We found that lessons had been learned from mistakes and shortfalls in the past and appropriate action had been taken to ensure improvements were made and maintained.

A member of staff told us, “When things go wrong, the team works together to review the situation, share information clearly, and learn from mistakes so improvements are made.”