Above & Beyond Care Ltd Also known as Above and Beyond 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 79 (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’s commitment to providing an exceptionally caring service was understood and shared by the staff team and delivered in practice. This was evident in the feedback we received from people using the service and relatives.

The service was family run and people told us how they appreciated the service they received which was personalised. A person referred to, “The personal touch.”

A staff member said, “They are a well led good company, good ethos, we work together well, family run, people come first, but then they look after us too.” Another staff member told us, “I love it, staff brilliant, clients lovely, managers very nice and helpful.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

The registered manager was supported by a deputy manager and quality assistant manager; all had achieved a qualification relevant to managing a care service. All of the management team spoke about people and their staff team in an extremely caring and compassionate way. They knew the people they provided a service for, and the staff, extremely well and did what they could to ensure they all felt valued. They were committed to caring for people using the service, their relatives and the staff team. This was confirmed in feedback we received.

Without exception, people, relatives and staff provided positive feedback about the registered manager and the team, this included about their availability, approach and diligence.

Staff were empowered to make suggestions, and these were valued, for example in the inclusive decisions made about their work uniforms.

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

Staf told us they would have no hesitation in reporting concerns to the registered manager, including reporting bad practice, known as whistleblowing.

A member of the management team told us the team worked well together and held each other accountable. A staff member told us, “Would report if anything worrying me and feel confident I would be listened 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.

Staff told us they were happy working at the service and valued the people they supported and each other.

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.

There were systems in place to monitor the service to ensure people received good quality care and support. This included checking daily notes and feeding back to staff when they required additional detail.

The registered manager and management team undertook care visits, which they felt was valuable for monitoring the service people received and to receive feedback personally. They shared they were improving on how these visits were recorded to demonstrate the care visits were undertaken, but also monitoring.

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 told us they had good working relationships with other professionals involved with people’s care and any guidance and recommendations received were acted on.

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 told us how they kept updated with changes in legislation and good practice. This included receiving updates and researching on industry recognised organisation websites, as well as being a member of an independent care provider’s organisation.

Staff received training relevant to their role and additional training was sourced when the registered manager had identified the need, or staff had requested it.