Inna Care

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 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.

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.

The service’s vision included delivering comprehensive and personalised care solutions that empower older adults to live well in the place they call home. Work closely with families, communities and partners to design tailored care plans that enhance quality of life, promote independence and ensure long-term wellness. This was monitored through audits and regular feedback from people, relatives and staff. Spot checks were also carried out to ensure people received safe personalised care.

The provider had a inclusive leader who understood the context in which they delivered care and support.

The registered manager knew people well and was committed in ensuring people received safe and effective care. This was done through seeking feedback from people, relatives and staff. Spot checks were also carried out to ensure staff delivered high quality care.

Staff meetings were held regularly by the management team. The agenda included discussion on care, professionalism, training, audits and updates on people who used the service.

Staff were positive about the registered manager. A staff member told us, “Yes, whatever I need [Registered manager] is there for us.” Another staff member commented, “Very good manager. [Registered manager] listens. Listen to feedback and act upon it.”

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

The service had a whistleblowing policy that included details on how to raise concerns both internally and externally, which allowed staff freedom to speak up.

Staff knew how to use the whistleblowing policy and understood their role and responsibilities of reporting concerns and knew who to go to if they needed to. A staff member told us, “Whistleblowing is to report malpractices in the workplace. Can report to manager and if manager doesn’t act then follow whistleblowing procedure and if company doesn’t act, then report to CQC.”

The provider valued diversity in their workforce. Staff had been trained in equality and diversity and an equality and diversity policy was in place. Systems were in place for flexible working arrangements as shift plans showed staff were able to work flexibly. Systems were in place to record incidents towards staff. Staff did not have any concerns about a lack of support and were very positive about the service and the management team valuing diversity.

The provider had clear responsibilities, roles, systems of accountability, and good governance. They used these to manage and deliver good quality, sustainable care and support.

During our last comprehensive inspection, we found good governance systems were not in place to ensure people received safe and effective care as staff were not arriving on care visits on time. During, this inspection we found improvements had been made.

We saw evidence that the service carried out audits covering call logs to ensure staff arrived for care calls on time. The service also carried out detailed audits using CQC methodology to track standards and identify areas for improvement. This meant management had oversight of the running of the service. Spot checks were also carried out to check staff competency when supporting people.

Staff were positive about the management of the service. A staff member told us, “Really good. Very proud to be working for Inna Care.”

The provider sought feedback from people, relatives and staff as part of the service’s ‘Voices for Inna Care’, which requested feedback through video form. The registered manager reviewed the feedback and gave a star rating based on the feedback, which was analysed and action taken should there be areas for improvement.

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 and staff told us they worked in partnership with health and social care professionals to ensure people were in the best of health at all times.

Records showed the service worked in partnership with health and social care professionals to ensure people received safe and effective support.

The provider focused on continuous learning and improvement across the organisation.

Systems were in place for learning and improvement. Improvements had been made since our last assessment with concerns relating to staffing being addressed and the breach of regulation had been met.

The service had systems in place for learning and improvements with feedback being sought from people, relative and staff. The service also carried out regular audits to ensure there was a culture of continuous improvement.