We Do Care (London) 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.

The last rating for this key question was requires improvement. At this assessment the rating has changed to good.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

At our last assessment, we identified breaches of a legal regulation relating to good governance. At this assessment, the provider was no longer in breach of this legal regulation.

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.

There was a positive culture at the service. People using the service and relatives told us the agency was proactive and friendly. Their comments included, “The agency goes above and beyond to help us”, “It is an excellent agency” and “We have had different agencies over the years, and this is the best by far.”

Staff explained they felt supported and valued by managers. Staff liked working for the agency.

People using the service, relatives and staff told us they would recommend the agency to others.

The registered manager was supported by a team of other managers and senior staff. They had qualifications in care management and were experienced. Managers worked closely with staff and people. People using the service, relatives and staff told us they knew managers well and thought they did a good job. Comments from people included, “I am in touch with [deputy manager] on a regular basis. [They] are excellent” and “We get regular check ins with the managers.”

Staff told us managers helped them to feel comfortable in their roles.

The provider had systems for staff and others to speak up. Staff were familiar with these. Staff knew what to do if they had concerns. They told us they were listened to, and their views were valued.

The provider supported staff with their wellbeing and workforce equality. There were procedures to ensure staff were fairly treated. Staff told us their individual needs were met, and they were able to take time off when needed. Staff told us they did not experience discrimination.

At our last assessment, we found that the provider’s systems and processes were not always effective at identifying risks or areas where improvements were needed. At this assessment, we found improvements had been made.

The provider had a range of audits and checks. These identified when improvements were needed. Managers kept an up-to-date action plan based on the findings of their audits and feedback from others. Managers had regular meetings to discuss when improvements were needed.

The provider carried out regular spot checks on staff. Staff discussed their work during appraisals with managers. People were involved in regular reviews of their care.

The provider had policies and procedures which reflected guidance and legislation.

The provider worked with external professionals to meet people’s needs. Staff liaised with health and social care professionals when needed.

The agency promoted a learning culture. Staff had opportunities to take part in discussions about best practice and lessons learnt. Managers organised regular training events and team meetings.

The provider sourced a consultant who supported them to develop the service and access information about best practice. The provider had links with a nurse specialist advisor who provided guidance about any complex health needs and interventions.