Adonai 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. At our last inspection we rated this key question good. At this inspection 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 service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights. The service ensured diversity and inclusion, engagement, and understanding were central to all aspects of care delivery and all interactions. Challenges people faced, and the needs of people and their communities, were a key focus for the service in the context of making positive changes.

People were supported by care where the mission was clear, to provide excellence in home care. The registered manager and manager spoke passionately about their desire to provide the best service for people. The culture they had created allowed staff to bring new ideas and suggestions, all with the shared goal of helping people live well in their own home forever, or for as long as possible. There was a depth of understanding of what the community needed, and the registered manager sought feedback from anyone, they told us their central location made them accessible to the public.

The service 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.

People were supported by staff and a service where the leadership was inclusive and delivered with integrity. The registered manager and manager consistently provided excellent leadership which had instilled confidence and compassion in the staff team. The registered manager and manager told us it was important for them to understand people’s needs, ensuring the service put people first and knew what they needed from their life. Health and social care professionals were complimentary about the leadership of the service. A professional told us, “In my role we are not allowed to make recommendations of care providers, but this would be one I would recommend.”

Without exception, everyone we spoke with could not speak highly enough of the registered manager and manager. Comments included, “The registered manager is exceptionally approachable, professional, and inspiring. They constantly check in with staff, listen attentively, and offer practical guidance. They place a strong focus on our wellbeing”, “Their leadership creates a happy, supportive, and respectful working environment where everyone feels valued and encouraged to do their best”, “I enjoy my work and feel confident working with this organization with a positive environment and office team providing emotional support where and when requiredto balance our work and personal life. The registered manager makes sure everyone follows best practice to keep clients safe”, “The registered manager and manager are both great leaders with vast experience and knowledge, and we are so thankful for them. Under their leadership, we have grown to where we are today and always look for ways to improve.”

The registered manager and manager had completed extensive training aimed at aspiring leaders in adult social care services, to help them develop their leadership potential and encourage staff development. The registered manager had created a comfortable rest space for staff, with sofas and refreshments. Staff were welcomed to rest, recharge and knew there was a safe space for them to be. Wellbeing was a focus of the registered manager, and a staff member said, “Encouraging us to maintain a positive mindset and leave personal pressures behind when working. This guidance helps us remain calm, confident, and motivated, which in turn allows us to give the very best to our clients.”

Everyone told us they were confident in the management of the service and that it was exceptionally well led.

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

People and their relatives were provided with various ways to give their views on the service. They told us they were happy to speak with any of the staff or the registered manager to address any concerns. Staff felt comfortable raising concerns, they knew how to speak up and had confidence they would be supported. A member of staff said, “Leaders maintain an open-door policy, which creates a supportive environment where concerns can be raised freely. I have personally experienced this and have seen how concerns are addressed promptly and effectively.”

Freedom to speak up, openness and transparency was evident in all the service policies and procedures.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Investment in the staff team was a priority for the registered manager, they explained they must support the team to provide the best care for people. Staff appreciation was one of the core values of Adonai Care Services Ltd. We saw many events held such as parties, appreciation awards and celebrations. Staff told us they felt accepted by their colleagues, and they felt teamwork was strong within the service. Staff preferences and individual circumstances were considered and supported by the registered manager. Without exception staff told us they were valued.

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

Governance systems were operating effectively which enabled the registered manager and provider to have oversight of the service. There were a range of audits, analysis and checks within the service, which supported safety and quality. All audits and checks had action plans and outcomes. Policies and procedures underpinned all working practices within the service.

Strong systems for leadership were in place; people and their relatives told us they had confidence in the service. A member of staff said, “The registered manager is excellent. They care for us and always motivate us. They are firm and tell us the truth about our work and do not close their eyes to anything. They ensure they supervise us, so we do the right thing. They are a great leader.”

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

People were supported by a service which identified their key professionals and ensured open and effective communication channels. Staff told us they were confident in the care of people; this was supported by external partners guidance and input. Roles of responsibility were clear in the service, the registered manager and manager set clear expectations. A health and social care professional told us, “Adonai Care Services Ltd work to a high standard and I feel we have a good, effective working relationship.” Records showed involvement of external professionals and joint working where appropriate.

The service 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 contribute to safe, effective practice and research.

The registered manager and manager told us about the ways in which they were continually looking to improve the service. This included being proactive in identifying shortfalls through their audits and checks and sharing learning across the provider’s locations. The manager sought to strengthen these systems during the inspection and shared relevant learning with the staff team. The service continually sought to engage with people and improve outcomes. A staff member said, “The manager has a passion for teaching. They take time to recognise each carer's strengths and support them in developing areas where improvement is needed. This has greatly enhanced our practice and led to positive outcomes for both staff and people.” Records showed a continual desire to learn, improve and innovate.