Agape Care Solutions

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.

At our last assessment we rated this key question good. At this assessment the rating has remained 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 service 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 and staff knew people well. People were supported by a regular staff team. Staff told us they felt supported in their roles. Staff spoke to us about a culture of equality, dignity, honesty, respect and inclusivity. An equality and diversity policy was in place to support this culture within the service.

The service 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.

Leaders were visible within the service and led by example demonstrating inclusive behaviours. We received positive feedback from staff about the management team. A staff member told us, “Managers are approachable and present. They model good practice. They communicate expectations clearly.” Management attended local groups designed to provide support, and development in their roles.

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

“Staff told us they felt confident in speaking up if they had any concerns. A staff member said, “The working environment is good, friendly and professional. The office is open to all. I always feel I can openly discuss any and all issues without fear and with confidence that issues I raise will be dealt with as well as possible.” A freedom to speak up and whistleblowing policy was in place to support this culture.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Staff told us they felt valued and supported, describing a positive and inclusive workplace culture. These values were supported by regular meetings, training and supervision. The provider had an equality and diversity policy in place.

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

Overall, the registered manager and provider operated checks and audits effectively. For example, in relation to accidents and incidents. When shortfalls were identified, measures were put in place to drive improvements. However, audits had not identified shortfalls in relation to some MCA assessments. In response to our feedback, the provider implemented an action plan to address these shortfalls. Regular supervisions and meetings provided opportunities to communicate effectively, share learning and drive improvements.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The provider worked in partnership with health and social care professionals to improve outcomes for people. A professional told us the service was, “receptive of feedback and suggestions on how to improve the service”, and made changes as suggested by the professional. A relative told us, “They are lovely, they have supported me in meeting up with [another service] for [person]…they really had my and [person’s] back.”

The service 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 registered manager was committed to learning and continuously improving the service. The provider was responsive to our findings and acted immediately to make improvements. The registered manager told us how they planned to develop the service as they had recently added the regulated activity of treatment of disease and disorder to their registration. To prepare for this the provider had met with external professionals to identify how changes could be implemented effectively. For example, exploring additional training for staff.