Naveed Medicare Ltd Hampshire

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 71 (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. Staff knew the aims and values of the organisation, and these were displayed in the office. The registered manager told us they covered the values of the service at staff’s induction and talked about them at staff meetings to ensure they were embedded in the service.

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. Most staff we spoke with felt supported by the registered manager and senior team.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider completed surveys of people and their relatives’ views this was then used to make improvements to the service. The provider had appropriate polices in place as well as a policy on Duty of Candour to ensure staff acted in an open and transparent way in relation to care and treatment if people came to harm. Staff we spoke with were happy to speak up for people and were always listening to people’s needs and act on any concerns or needs that people may have. Staff we spoke with were aware of how to raise concerns.

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. Policies and procedures to promote diversity and equality were in place. Senior management engaged with staff regularly to gain their feedback and support them with their individual needs and circumstances. We saw records following a staff survey where action was needed regarding communication amongst staff, with plans in place for ongoing improvements.

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. Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Internal governance procedures were in place with a range of quality monitoring systems including care plans and medicine audits. These had helped identify where actions were required and helped drive improvements. Most governance systems and audits were very robust and covered many different areas, including daily logs, complaints, staff meetings, training, staff files, accidents and incidents, care calls, reviews and care plans. Some improvement was needed to ensure these audits would always identify concerns in relation to people’s care records as the provider had not identified the concerns we found in relation to people’s PRN and care records. The provider and registered manager were keen to learn and improve records in line with best practice guidance. A professional told us, “I do not have any concerns about the service and how it is managed. The management are responsive, reasonable and professional. They take feedback on board without ego and are willing to try new strategies and adapt their care styles to suit different service users.”

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.

Records showed the leadership team and staff worked effectively with health and social care professionals to meet people’s needs. Staff had undertaken reviews with relevant healthcare professionals as people’s needs had increased and made referrals to occupational therapists, community nurses and GPs when needed. Feedback from professionals included, “I highly recommend this service,” “Naveed have been excellent in their communication with me and seem to understand an individuals’ needs and risk well.”

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. Leaders were very positive about the service and wanted to make improvements for people using the service. The provider had updated their electronic care planning system recently to help with the monitoring of the service to improve the service and outcomes for people.