Lifeline Carers PVT 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 newly rated 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 clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and a good understanding of the challenges when providing home care to people.

Staff understood their responsibilities and were committed to ensuring people received person-centred care in a safe, efficient way.

There was a consistency of opinion from relatives and people we spoke with that the leadership of the service was strong and dependable, and the culture of the organisation was positive.

The provider had inclusive leaders who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation.

The registered manager worked hard to ensure staff had clear accountabilities and values to live up to. Staff were supported to complete additional learning and qualifications to further their career in social care.

Staff found leaders to be supportive, approachable and visible; the registered manager took a hands-on approach to supporting people who used the service and staff.

A relative said, “They [the service] were quick to rectify anything. I would happily recommend Lifeline Carers PVT.”

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

Policies, procedures and induction information for staff made it clear how to raise any concerns. Where staff did so, these were listened to openly and from a position of learning.

Supervision meetings with staff and team meetings gave formal opportunities for staff to raise any issues, but those we spoke with also confirmed they were comfortable approaching leaders on an ad hoc basis.

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.

There were appropriate policies to support equality and diversity. Staff did not report any concerns about the way they were treated, and felt well supported.
 

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.

The registered manager understood their role and ensured others were accountable. They had recognised the need to improve in a range of areas since taking over and were able to demonstrate how they had made these improvements. They had plans to grow the service and support staff to increase their skills. The registered manager submitted statutory notifications to relevant bodies such as CQC. They demonstrated a clear understanding of the health and social care landscape and their place within it.

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.

The registered manager attended provider forums where they could share good practice and other information with others working in social care. They were receptive to advice and guidance. People could trust staff who formed part of their network of support.

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 registered manager was in the process of moving care plans from the previous electronic records system to the new one. They had good oversight of this and ensured it was completed in a timely fashion. They recognised the need for further improvements to records and demonstrated their actions in this regard.

Staff were supported to complete additional learning, meaning the service had a more robust set of leaders, and staff had the opportunity to develop career paths.