24/7 Local Care

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 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.

The culture at the service was open and positive. There was a shared vision amongst managers and staff. They collectively focussed on a person-centred approach and considered care to be more than just a job. The manager told us, “What we looked for in carers was that they love care too. Care is more than just a job. We have tried to recruit people who put their heart and soul into the job. Some people have limited interaction with others. So, the right carers are important.”

People and relatives told us staff often went the extra mile. Feedback included, “They go above and beyond for me my [family] and my [pets]” and “They are wonderful. They do more than they are asked.”

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 manager was skilled and knowledgeable. They had a passion for delivering high quality, person-centred care, where people and staff felt valued. Staff enjoyed their job and gave consistently positive feedback about the provider and manager. Comments included, “The manager is responsive and helpful” and “I really enjoy my job. I love working there. The biggest thing is my clients, I love them. Management make me feel seen and heard. They are so supportive of carers. I know if I ever have a problem they are there for me. I can’t praise them enough” and “I am very happy. It's a lovely company to work for” and “I love it. The management are very good. I love to work with them.”

In addition, people and relatives knew the manager and felt comfortable communicating with them. Feedback included, “I’m in regular contact with the manager” and “I know the manager. I speak to the manager. I speak to [them] regularly. [The manager] is very, very good.”

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

The culture of the service meant that people, relatives and staff felt able to speak openly, give feedback and raise concerns. They felt the provider valued feedback and was responsive. Feedback included, “They listen to me. That's why I love to work there. They always listen to me and solve problems” and “Any concerns we inform management. We have a close connection with them. Communication is very good. They address any concerns people and staff have” and “I could definitely raise concerns if I needed to."

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 provider employed a diverse workforce from varying backgrounds and cultures. Staff felt they were treated equally and spoke positively about their role and employment. The provider supported flexible working.

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 manager maintained effective oversight of the service. Quality assurance systems and processes were in place and effectively implemented to ensure safety and quality improvement. This included real time checks, audits and staff practice observations. The provider had plans for how quality assurance processes would develop as the service expanded. An application for a manager to be CQC registered was also in progress.

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.

Systems and processes in place supported partnership working. Information was up to date and readily available for sharing when required.

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.

The provider had learnt lessons from complaints and shared the learning appropriately. They listened to and acted upon feedback from people, relatives and staff to drive service improvement.