Everyday Recruitment Agency

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 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 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.

The management team and staff all spoke with passion about their commitment to deliver high quality community care. There was an open-door policy at the office where staff could drop in to discuss any concerns or issues they may have. Staff were also given regular opportunities to feedback without the need to come to the office, with regular contact with the office. Staff told us that they felt comfortable to raise any concerns and that these would be dealt with quickly. Staff spoke of how communication between the office and carers have improved over the recent years with one staff member stating, “Communication is very good, they always answer and I feel supported.”

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 spoke highly of the management team and appreciated their skills and knowledge to lead effectively. The registered manager informed us of their induction policy and how they supported new members of staff with shadowing shifts which had no time limit and stated, “They can stay on shadow shifts until they feel confident.” A staff member said, “"I can always go to the office with anything, we are like a family." Regular supervisions were held where staff could raise any issues and staff felt that their voices were heard.

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

The registered manager promoted an open-door policy which was evidenced from feedback from staff. The registered manager said, “I want staff to feel able to come to me, I want carers and managers to be on the same wavelength, if people are happy and everything gets done in time then nobody is in danger. We want to make people happy and protect them.” Staff felt able to go to the registered manager if they had an issue. There was a suitable whistleblowing policy in place and all staff spoken with demonstrated a good knowledge of how to raise any 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.

The provider supported a fairness with flexible working when this was necessary, to enable staff to maintain good working patterns and impartiality across the team. Staff had undertaken equality and diversity training and treated each other with respect. The provider employed care staff from various cultures, and they supported them with settling in the United Kingdom.

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.

Regular quality assurance checks were completed by the management team. The registered manager said, “We hold staff meetings, supervisions, spot checks, phone calls, text messages and emails. We also communicate via the [electronic system]. Any urgent messages, we call staff to update them. They are the ones working in the community and we encourage staff to tell us of any problems for example, a manual handling issue.” Staff echoed this and spoke of how the service was managed well and that they had no concerns. The provider had up to date and detailed policies in line with national guidance. The provider has maintained a consistent workforce, with carers being employed for several years which shows consistency in how the service is being managed.

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.

Staff and management worked alongside other community-based services, such as GP’s, secondary care services and district nurses to ensure people received the services they required. A professional told us, “In my experience ERA have always been quick in their responses for the review of customers. The team are very knowledgeable about their customers and will always contact other professionals accordingly. If it is paramount to contact the GP due to customer’s health conditions deteriorating, I know this will be done in a timely manner and the local authority will be updated as necessary. It is always appropriate.” The staff also supported people to access local community facilities, such as coffee shops and supermarkets to improve people’s wellbeing and independence.

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.

Managers and staff were committed to learning from any incidents that occurred. The registered manager responded positively and proactively to feedback provided during the inspection process. Staff spoke of being given the opportunity to learn and develop, with 1 staff member who we spoke to advising us that they were completing their level 3 in health and social care qualification. Staff had access to a wide range of training, including refresher training in the training room located at the office. There was evidence that recent training had taken place and future training was scheduled. The service worked well alongside other professionals to share learning and make improvements if needed. The registered manager also spoke of keeping up to date with completing several surveys and bulletins including Care Quality Commission and local authorities.