Aspire Care Services 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.This is the first inspection for this 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 71 (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 manager lead staff meetings, and house meetings which involved staff and people using the service. People could discuss what was important to them, how they wanted to see the service run, and ideas they had for future improvement in a safe environment.

The manager ensured decisions made in the service were made as a collective, and all people using the service had a say in any decisions made. The manager would hold house meetings where people and staff would get together to discuss all things related to the running of the service.

There was a comprehensive catalogue of training that staff had to attend. This ensured people were supported by people who had relevant training and competency checks. Leaders had demonstrated an understanding of how to keep people safe, work with external partners to improve the care and treatment.

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.

Staff told us they thought the manager had the skills to manage the service effectively. A staff member told us, “Our manager shares important messages with us in staff meetings. If something is really important, [they] will call us. We get training and have meetings where we can learn new things. Our manager also closely supervises us and provides verbal and written feedback.”

Audits, reviews, spot checks, supervisions and service policies all worked to keep people safe at the service, and ensure people received care with the risk of avoidable harm reduced.

We received feedback from healthcare professionals who told us they were happy with how staff worked with them as an external partner, and they were happy with the progress people were making at the service. A health care professional said, “I do think staff support [people] and are trying their best to respect [people’s] wishes and views.”

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

Staff told us they were actively encouraged to speak up to share ideas or concerns, in staff meetings, supervisions or in the staff chat as required. Some staff told us they were able to speak directly to the registered manager.

The service had a whistleblowing policy in place. This advised staff on their rights to speak up and gave details of external agencies they could contact if they did not feel comfortable speaking to internal management.

We reviewed minutes of meetings which evidenced staff were given an opportunity to share ideas and concerns.

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 treated fairly, and there were no concerns about their own treatment or that of their colleagues. Staff told us they thought their workplace was fair and inclusive, and they had access to support as required.

A staff member said, “Yes, I feel our workplace is fair and welcoming. Everyone is treated with respect, listened to and given the same chance to share their ideas and be supported.”

Staff had received training in equality and diversity and understood their rights to be treated fairly. They also understood how to treat people fairly. They understood that they should be treated safely, and how to treat people safely in relation to protected characteristics.

The service had a complaints policy in place. Staff were encouraged to speak up as required

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 manager reviewed care plans and risk assessments with people on a regular basis or as an when needed. However, reviews of care plans did not pick up on the lack of personal histories, nor the outdated information we found at the assessment.

Reviews and audits of the building were completed weekly to ensure all was in safe working order. However, we there was no evidence to support these audits picked up on the need for a fire risk assessment prior to the CQC assessment.

The manager understood and worked well with external partners to share information to safeguard people as required. Care plans and risk assessments were reviewed on a regular basis, or when people’s needs changed. This ensured appropriate care was always delivered to people. The manager had a good oversight of what was happening in the service. The management team knew people well, they were able to tell us about people’s care needs without needing to refer to notes.

A staff member told us, “The care time, understanding and patience that the manager gives to [people] and staff is something that cannot simply be learned from a book. The aim here is to transform lives, and I think that is amazing. I am very proud and happy to be part of this team.”

The service had robust policies and business continuity plans in place. Policies supported staff to safeguard people from the risk of avoidable harm, and people’s feedback supported this was effective. The registered manger was aware of the duty to submit required statutory and regulatory notifications to CQC and/ or the local authority as required to safeguard people.

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.

We saw evidence to support the service worked well with GP’s, pharmacies, physiotherapists and the local authority to ensure people were supported with their health care needs as required. Staff told us they were confident working with health care professionals to ensure people received the care and support needed as required.

We also saw evidence to support the service worked with numerous agencies in the community, including mental health teams, colleges, social groups, arts and dance groups.

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 provider demonstrated a commitment to continuous learning and improvement to help ensure people received good quality care and support. The registered manager worked with people to identify personal goals and milestones that supported their progression towards greater independence. Staff provided ongoing support to help people achieve these outcomes. Where goals had not been achieved within expected timescales, staff and people reviewed progress together, explored any barriers, and updated plans to ensure support remained relevant and responsive to people's needs.

The provider offered a wide range of training courses. Records we reviewed supported staff had received a wide range of training supporting them to meet people’s needs.