Ambar Care 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.

At our last assessment we rated this key question good. At this assessment the rating has changed to requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

The service was in breach of legal regulation in relation to good governance.

This service scored 62 (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. The registered manager and staff shared a vision to provide good care to people to enable them to remain in their own homes and to be as independent as possible.

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. The registered manager had a small staff team who worked well together and supported each other. Leaders had the skills, knowledge, experience and credibility to lead effectively. The registered manager was experienced over a number of years working in care and had qualifications in place to support this. Staff were given the time and encouraged to develop themselves with further training to enhance their skills and develop their careers.

The registered manager understood their responsibility under duty of candour to be open and honest when things went wrong. Notifications were submitted on time to the relevant authorities.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff were encouraged to speak up and policies and processes in place supported this.

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. The registered manager had developed an inclusive workforce and recognised the value of diversity amongst the team.

The quality assurance and governance arrangements in place were not always effective in identifying shortfalls at the service. Audits carried out had not identified issues we found during inspection with the recording of information, lack of person-centred care plans, risk assessments and issues with transcribing errors on MAR charts. Where audits had not been effective these issues had not been addressed in a timely manner. This placed people at risk of being supported with unsafe care. Recruitment processes had not identified where staff had gaps in employment leading to these gaps not being addressed by the registered manager.

The lack of robust monitoring meant people were at risk of unsafe care and meant the service did not have clear direction to make improvements.

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 worked with the local authority and other providers to ensure staff had the correct training and skills to deliver support to people.

The provider did not always focus on continuous learning, innovation and improvement across the organisation and local system. Due to the lack of effective auditing, there was missed opportunities to provide feedback to staff and drive improvements at the service.

The registered manager did hold regular meetings with staff, completed 1:1 supervisions and spot checks to provide day to day feedback on the running of the service.

Staff were supported to develop their skills with additional learning and resources from training companies and the local authority.