You Before Me 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. 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.

Staff had a shared direction and there was a positive culture at the service. Staff had a good understanding of people’s care needs and how they would like their support provided. Staff told us they felt supported and the staff worked well together. Comments included, “It has been a supportive and positive environment, and I’ve felt truly valued as part of the team.”

The manager was experienced and understood the context in which they delivered care and support. The registered manager ensured that staff had regular supervisions and training sessions to help expand on skills and knowledge. Since the last assessment there had been significant improvement in recruitment processes and the provider had sourced a variety of additional training for staff.

The registered manager was responsive, open and honest throughout the assessment. They responded positively to feedback given.

Staff spoke positively about management and work culture. Comments included, “The management is supportive, and the work culture is respectful and uplifting.” External healthcare professionals told us they feel the service is managed well and the registered manager is cooperative and approachable.

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

There were systems in place to support people and their relatives to feedback on their experiences of the service. This included care plan reviews, surveys, phone calls from the registered manager and the complaints process.

Staff were having regular supervisions and encouraged to attend regular meetings.

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.

The provider had a policy in place for equality, diversity and inclusion. Staff had completed training in equality and diversity. Staff told us they felt able to raise any concerns, and these would be acted on and that the communication between staff, people and management was open and positive.

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 provider had systems in place to monitor the quality and safety of the service. We saw evidence of regular audits being completed to help identify any areas of improvement. Staff training was up to date and the registered manager completed spot checks to help monitor the quality of the service provided. The provider had made improvements in ensuring that systems and processes were robust.

Risk assessments and care plans for people were in place and reviewed regularly.

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.

People had access to external health professionals, and we saw evidence that external health professionals were involved in people’s care such as GP’s and other care agencies. Referrals were made when required and the provider worked collaboratively with partners such as health and social care professionals when people’s needs changed. This helped to promote positive outcomes for people using the service.

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.

Audits were in place to drive improvement. There were action plans in place to detail how improvements would be made in response to feedback and findings from audits. The provider had acted on feedback from the previous inspection which had helped to make improvements to the service and delivery of care. The registered manager welcomed feedback from staff, people and their relatives.