Aventus Care 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.

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 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 service had a positive and clearly defined culture focused on providing caring, person‑centred support. People and relatives consistently described the organisation as supportive, reliable and compassionate. Policies reflected a commitment to safe, responsive care, including medication, safeguarding, equality and dignity. Regular audits across people’s files, medication and staff documentation contributed to a culture of accountability and continual improvement

People and their relatives told us there was a positive culture at the service and that the service was led effectively. One relative told us “We are happy with the team and how they look after (relative). Being a small company, it feels like a family, we have no concerns.”

Staff spoke positively about the leadership and culture of the service. A member of staff said, “Staff all work together to give the service users a good life.”

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.

Leadership was a strong feature of the service. Relatives and staff described managers as approachable, supportive and visible. One staff member said, “you always know what is going on and happening because of good communication”. A relative told us “I know I can phone the head of the organisation and/or the carer with (relative) at the time”

Leaders had a clear oversight of service performance through regular audits, supervision, staff meetings, and monitoring of rotas, training and medication practice. Staff told us they received guidance when needed and felt confident approaching leaders with concerns.

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

Staff felt confident to raise concerns. They described the service as open and said they could speak to the manager when they needed to and would be supported.

The provider had a whistleblowing policy that supported staff to report concerns internally or externally. Training records and meeting minutes showed staff were encouraged to speak up and understood safeguarding and escalation procedures.

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.

Staff told us they had undertaken equality, diversity and inclusion training and we saw evidence of this on the training matrix.

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 provider had effective governance arrangements, underpinned by a wide range of audits across medication, care plans, client files, staff recruitment and monthly feedback. These audits showed strong overall compliance, with any issues identified promptly.

Audits of MAR(Medication administration record) charts, client files and staff files showed compliance.

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 servicemaintainedpositive working relationships with external professionals, including GPs, district nurses,therapistsand social workers. Records showed clear communication around health needs.

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.

We saw lessons learned documentation which showed joint working with external health partners, Duty of Candour, and a commitment to use the least restrictive practice to keep somebody safe. An example of this was in relation to a person who had some falls and had a wheelchair which could be used. To try and keep the person as mobile and healthy as possible, staff were advised to risk assess if the wheelchair was needed, rather than using it as standard. This helps to maintain people's functional skills, and long-term health outcomes.

We saw staff meeting minutes where staff were reminded to have their say in relation to care plans and risk assessments. It was acknowledged that everybody being involved was in the best interests for the people they support.