Nurseplus UK - Andover

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.

Staff demonstrated a clear understanding of the provider’s vision and values and how these informed their day-to-day practice. There was a consistent focus on delivering person-centred care, with staff recognising the importance of respecting people’s individual differences, preferences and rights.

The service promoted an open and transparent culture where honesty and accountability were encouraged. The principles of duty of candour were understood by staff, who felt confident to raise concerns and discuss issues openly.

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.

The provider was in the process of registering a manager with CQC. Some concerns had been raised about care timings, particularly in relation to meeting people’s preferred visit times. The provider had listened to this feedback and responded by reviewing individuals’ needs and requested care times. An ongoing action plan was in place, alongside strengthened oversight, to improve consistency and ensure people received care when they expected.

The leadership team was visible, approachable and actively engaged with both staff and people using the service. Despite recent management changes, there was continuity in leadership oversight, and systems remained effective in supporting quality and safety.

Leaders demonstrated a strong understanding of the service through their involvement in day-to-day operations, including direct care delivery. This enabled them to identify challenges, respond to risks and drive improvements. Staff feedback was positive, describing the management team as supportive, communicative and valuing their contribution.

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

Clear systems were in place to support staff to raise concerns, including whistleblowing procedures and access to a designated freedom to speak up guardian. Staff were aware of these processes and understood how to escalate concerns appropriately.

The culture of the service supported openness, with staff reporting they felt listened to and supported when raising issues. Concerns were taken seriously and addressed in a timely manner, which contributed to a safe and transparent working environment.

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.

An inclusive culture was promoted within the service, where staff from diverse backgrounds were respected and supported. Equality, diversity and inclusion policies were implemented in practice, helping to ensure a fair and non-discriminatory working environment.

Staff told us this inclusive approach supported their wellbeing and contributed to a positive culture, enabling them to deliver respectful, person-centred care to people using the service.

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.

Governance systems were in place, including audits and spot checks, which supported the provider’s monitoring of care and identification of improvements. This included, improved staff training and rota management. Processes were used to drive action and maintain safety, with data informing decision-making. Staff told us leadership visibility and responsiveness had improved, staff felt more supported, and governance strengthened.

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.

The service worked in partnership with a range of stakeholders, including local authorities, healthcare professionals, people using the service and their relatives. This collaborative approach supported coordinated care and positive outcomes for people.

Feedback from partners and stakeholders was actively sought and used to inform service development and improvement. The provider demonstrated a willingness to engage with others to share learning and adopt best practice. Records demonstrated feedback relating to staff training was received positively with improvements made.

The service demonstrated a commitment to ongoing improvement through regular engagement with training opportunities, sector forums and professional networks. This supported the sharing of knowledge and the implementation of current best practice guidance.

The introduction of electronic care records enhanced oversight, accuracy and accessibility of information, supporting more effective monitoring of care delivery and enabling timely updates.

Staff were encouraged to contribute ideas for improvement and identify their own learning needs. This inclusive approach supported a culture of continuous development, where reflective practice was used to enhance outcomes for people using the service.