Tamami Healthcare 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 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 68 (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 provider engaged with staff, people, and their relatives. People told us that staff were kind, compassionate and reliable.Management and staff spoke fondly of the people they were supporting and fed back passionately about the care they were delivering.Staff understood the values of the provider and told us they enjoyed working for the agency and the provider was supportive.People using the service told us they would recommend the service and the carers.

The provider understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. The manager led with integrity, openness and honesty and was committed and compassionate, however more effective governance needed to be embedded.

The provider was also the manager and was involved in the service on a day-to-day basis. They knew their staff, people, and their relatives well and had a clear vision of how they expected care to be delivered.

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

There was a policy informing staff on how to whistle blow and staff told us they could speak up, the management would listen, and they were in regular contact with the manager.The provider told us that there had been no staff surveys completed but this was something they were planning.

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 had policies and procedures in place to support workforce equality, diversion, and inclusion. No concerns were identified in this area during our assessment. Staff told us they were treated fairly and felt supported by the provider.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Governance in the service was not robust; care plans we looked at contained conflicting information or lacked enough detail, goals and outcomes were not always clear. No concerns had been raised by people using the service and they told us they felt completely safe when receiving care and recommended the service, however we discussed these concerns with the manager during this assessment, and they reviewed care plans immediately and arranged further in-depth training for all staff on the electronic care management system (ECMS) that they use to enable better record keeping. The care plans were re-written and improved before the end of this assessment.

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.

There was limited involvement of external health care professionals, however during discussion in this assessment the manager advised there had been some contact with a district nurse and occupational therapist however, this had not been fully recorded. The manager recognised the importance of documenting this information going forward.Staff told us that should a referral to a health and social care professional be needed they would work with the person and their family or representatives.

The provider did not always focus on continuous learning, innovation, and improvement across the organisation. They did not always encourage creative ways of delivering equality of experience, outcome, and quality of life for people.

The provider was receptive to feedback during this assessment and told us they wanted to learn from the feedback they receive. They had limited interactions with professionals and stakeholders to learn from and understand best practice.

The manager told us that they were part of a group of providers in the area that connected regularly to share sector updates and new and recommended ways of working. We saw communication from this group during our assessment. There was no system in place for formally assessing staff competencies, like spot checks. This was discussed with the manager as a formal process provides the opportunity to ensure learning is embedded, and any future needs to be identified.