Emezzions 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. The provider’s values were reflected in their policies and procedures, and their approach to personalised, flexible care. Staff understood the provider’s values and reflected them in their practice.

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.

Since our last inspection a new manager was in post. Staff, relatives and partner agencies told us they were approachable and had been a driver for change and improvement at the service. They had built a good relationship with people using the service, and their relatives. There was regular communication with people, relatives and care staff, and care staff felt well supported by their management team.

The new manager was aware of their role and responsibilities, including requirements relating to their CQC registration and the requirement to submit statutory notifications about key events that occurred at the service.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. A speaking up policy was in place with details of the speak up guardian so staff could raise any concerns in a safe and secure manner. Staff felt able to speak openly and contribute to discussions at team meetings and in one-to-one sessions.

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. Comments from care staff included, “Management is very responsive to staff and there have been times when I have called management out of office hours and they have answered and supported.” And, “Management listens to me and always try to help.”

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Improvements had been made to governance systems to ensure there was clear oversight of service delivery. Regular spot checks were undertaken to review staff’s performance, ensure they were adhering to the provider’s policies and procedures, and to ensure they were following people’s care plans and meeting their support needs. We saw these spot checks had identified some minor improvements were required and there were clear actions in place to follow these up.

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 worked in partnership with people using the service and their relatives. There was regular communication about any changes in care provision and how they wanted support to be delivered. The management team also worked in partnership with their care staff through regular meetings. Staff told us, “We hold monthly meetings where we talk about the services we provide and how to improve and everyone is given the opportunity to share their thoughts.”

The provider was working in partnership with the quality assurance team from the local authority and feedback we received confirmed that improvements had been made and the quality and safety of care delivery was improving.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

At the time of our assessment there was a focus on learning and service improvement. Mock CQC assessments had been undertaken which reviewed all areas of service delivery. Through this process a number of improvements were identified as being required. A thorough, detailed action plan was in place and we saw good progress was being made to address the shortfalls. There had been a number of improvements made at the service during 2025 to improve the quality and safety of care delivery. Staff told us there were opportunities to learn and improve their knowledge and skills. They said, “Management have been sending us on upskill courses in healthcare.”