Lalis Direct 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 developed a person-centred service where people were happy with their care and staff felt supported. The provider had identified a philosophy and overall aims for the service. This was shared with staff. The registered manager explained they worked with staff to ensure they understood the values of the organisation and how they impacted the care provided.

Relatives felt the service was well run and were happy with the care provided. Their comments included, “The carers have been with us from the beginning and have become part of the family”, “It’s very easy to get through to the office, the phone is always answered and who ever answers is very helpful and I am always directed to the right person” and “As far as I am concerned the service does what it says it will for [my family member].”

We asked staff what they felt the best thing about working for Lalis Direct was. Their comments included, “At Lalis, I’ve worked with an amazing, supportive team who motivate you to be the best carer possible. They are dedicated to providing the highest quality care” and “They are extremely caring and absolutely dedicated to providing the highest quality of care.”

The registered manager had appropriate qualifications and skills for their role. The registered manager was also a director of the company. Staff said they were supported by the registered manager and senior staff. A staff member told us, “Working with Lalis, I have been surrounded by an amazing group of people who are always cheering you on and keeping you motivated to be the best carer you can be.”

People and relatives felt the service was well led with a relative commenting, “I have never had any issues with how the service is run I have always received the care I need by extremely kind caring people.” The provider had developed a number of policies and procedures to provide guidance for staff which were regularly reviewed to ensure they were up to date. People and relatives confirmed they knew how to raise any concerns but had not needed to.

The provider supported people; relatives and staff to share any concerns. A relative said, “I have all the information on how to make a complaint in a file; I have never needed to use it all and I don’t really expect to.” The provider had a whistleblowing and complaints policies which was shared with staff. Staff felt confident to raise any concerns with the registered manager and senior staff.

The provider valued diversity in their workforce. The registered manager explained they tried to match staff with people with the same religion, culture or language so there were shared links with the person they were supporting. There were policies on equality and diversity. The registered manager told us they supported staff to take part in the religious events they celebrated by adjusting the rota to ensure there was a balanced rota for all staff. If staff members were fasting, their hours were adjusted to provide additional support.

The provider had effective processes for monitoring and improving the quality of the care provided. The provider completed a range of quality assurance audits and checks which they used to monitor the care provided. The audits included checks on the records relating to incidents and accidents, complaints, the management of medicines and staff employment files. Where issues were identified the registered manager developed an action plan to implement any improvements.

The provider had implemented systems to ensure personal information of people and staff was managed securely and complied with current legislation. There were business continuity plans in place in case of an emergency to ensure the service could keep running.

The provider worked in partnership with other organisations and professionals. The registered manager explained they worked with healthcare professionals including GP’s, district nurses and occupational therapists. They also worked with mental health teams when required. The registered manager engaged with the local authority and attended care providers meetings.

The provider had systems and processes to promote ongoing learning and improvement. The registered manager told us they carried out feedback surveys with people who used the service, relatives and staff. The information was used to identify possible improvements. A person commented, “I received a feedback questionnaire recently and I filled it and sent it back.”

The registered manager shared the outcomes of incidents, accidents and complaints investigations with staff so actions and improvements could be implemented. Staff undertook a range of training which included courses to support people with specific care needs. The registered manager attended local authority care providers forums and accessed information from Skills for Care to keep up to date with current legislation and best practice.