Limitless 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 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 provider’s strategy was clearly documented and intended to deliver person centred care with a workforce who understood people and were given the support and resources to do that. Comments from staff and people receiving care was positive about the provider; with people recommending it to others as well as staff commenting that they would be happy for their loved ones to receive help from the provider.

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 described a positive and open culture, where views were listened to and contributions were valued. Leadership was seen as knowledgeable, approachable, and responsive, with an open-door approach encouraging communication. Concerns raised by staff were addressed, and improvements were made when possible.

People and relatives felt the service was well managed, with positive feedback being shared with us about leadership. People described the registered manager as approachable and supportive. Comments included, “very well run. Manager is lovely,” and “she was caring… very informal and put me at ease.”

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

Freedom to speak up was understood by staff and encouraged by the registered manager, with formal and informal mechanisms available for raising concerns. Staff reported confidence in expressing views without fear of negative consequences, and examples were given where feedback led to changes such as improved travel time allocation.

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.

Staff felt treated fairly and supported in relation to equality, diversity, and flexible working arrangements. The service was described as organised, with clear roles, structured rotas, and effective governance systems.

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.

Staff described positive experiences working for the service, highlighting supportive management, good communication, and a collaborative culture supported by an open-door approach.

The service had robust systems in place to support good governance, including audits of accidents and incidents, safeguarding, medication checks, logs of collaborative working with health services, guidance for staff on food labels to support people’s nutrition, training and development audits as well as reviews of feedback from the local authority and NHS.

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.

Partnerships with external professionals such as GPs and district nurses supported care delivery, and we received positive feedback from stakeholders.

The provider maintained a record of community involvement for everyone, noting services accessed and also when the service held smaller events with relatives in people’s homes, for example on birthdays. Staff were involved in community engagement collectively to enable them to meet as a team with partner organisations to share best practice but also to support team bonding.

People said they would recommend the service. Comments included, “definitely recommend… always given me good care,” “I would recommend them for their patience,” and “it seems smooth, effortless and seamless.”

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.

Opportunities for learning and development were available through training, team meetings, and open communication channels. Staff reported sharing ideas for improvement and contributing to service development.

Suggestions for improvement included even better communication, availability of rotas to view electronically, and further consideration of staff workload. A person told us; “For carers…it can be demanding if they have long shifts.”

Evidence reflected a service which operated safely, delivered effective and person-centred care, and maintained strong relationships with people and families.