LOYALTY HEALTHCARE 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 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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

There was a positive culture at the service. People using the service, their relatives and staff felt that it was well-run and told us they would recommend it to others. Comments from people included, “I appreciate everything they do for me and would like to thank both the care workers and the manager for their kindness and support” and “I would recommend the service because the care workers are reliable, kind and provide good care.”

The organisation had clear values and staff were aware of these. A staff member explained, “I am super happy working here. The manager helps me understand about best practice.”

The registered manager was capable, compassionate and inclusive. They were a registered nurse and had experience and qualifications working in different areas of care management. They worked closely with staff, providing care and observing practice. Staff told us they were a good role model. They had a good understanding of best practice guidance and regulations about care. People using the service and staff told us the registered manager was visible and easy to get hold of. A person explained, “I feel comfortable speaking to the manager if I have any concerns. [They are] approachable and listen to me.” Comments from staff included, “My manager is very approachable and really supportive. If I am unclear about anything, [they] are always there for me” and “My manager is open to discussion and problem solving. [They are] very attentive with any issues I have.”

There were systems to enable staff and others to speak up when they felt something was wrong. Staff told us they knew what to do if they had concerns. They explained they felt confident speaking up. A staff member explained, “If I have an issue, the manager listens and is always helpful. I can call anytime, even at night.”

There were policies and procedures to support workforce equality, diversity and inclusion. Staff told us their individual needs and diversity needs were respected. The registered manager supported staff with flexible working arrangements. Comments from staff included, “It is never a problem taking time off. There are systems to book leave, and the manager will support flexible working” and “We ger our rota a month in advance so we can plan work. The manager is always there for us 24/7 and will listen and support us if we need anything or any changes.”

There were effective systems for monitoring and improving the quality of the service. The registered manager carried out a range of audits. They met with people and staff to receive their feedback about their experiences. They carried out regular reviews with people and appraisals with staff. The registered manager conducted spot checks to observe staff and make sure they were providing good care. There were a range of suitable policies and procedures which reflected legislation and guidance.

The provider worked in partnership with others. The registered manager was a member of forums with other care managers and the local authority. They attended meetings to share ideas and learn from each other. They also had links with other health and social care professionals and worked with them to ensure people received joined up care.

There were systems for the provider to learn and improve practice. Staff attended regular meetings where they discussed specific topics and best practice. The registered manager chose a theme of the month and shared learning with staff during meetings and in a newsletter. Staff told us this was helpful and allowed them opportunities to learn and discuss ways of work with each other. Staff completed regular training. The registered manager explained how they discussed incidents with staff to help them learn how to improve practice when needed. A staff member told us, “I am very comfortable talking with the manager. [They] help us problem solve and are always teaching us new things.”