Temp Exchange 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 inspection we rated this key question requires improvement. At this inspection 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 service 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 was dedicated about providing person-centred care and regularly reminded the staff team the importance of openness and the importance of a learning culture. A staff member said, “They're wonderful people, lovely to work with and they understand us. If there is an issue, they come out and help to resolve it. For example, some colleagues have clashed when at work. They have been proactive in dealing with this and want to ensure there is a positive environment in people's homes.” A health and social care professional told us they had confidence in the provider being open and honest. They added, “They always respond and acknowledge where improvements can be made, then aim to follow up with people and their families to ensure their needs are being met.”

The service 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. People and their relatives were positive about the organisation and told us they would recommend it to others. Staff told us they appreciated the support and how the provider was very understanding regarding any personal circumstances they had. A staff member added, “After recovering from an operation, I asked for more time off and they were very understanding of this. There was never any pressure to return to work. It is the same if we are struggling. They understand us and care for us.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff had regular opportunities to give feedback and told us they were encouraged to raise any concerns they had. Staff told us members of the management team were all approachable and they were confident they would be listened to. A staff member said, “This is one of the best things about working here. If we have a problem they assist and support us. I’m very confident it will be dealt with.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider was committed to engaging with their workforce to ensure they were listened to and felt valued as part of the organisation. Staff told us they benefitted from working in such a diverse and inclusive service. Positive comments from staff included, “We have a really good team here. They speak to us with respect and treat us well with no harassment. We are free to ask any questions and they listen to our feedback” and “I think the director has done a great job highlighting our diversity and ensuring there is no discrimination. They are very big on this and is something that we all work together on.”

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. There were systems in place to monitor the levels of care across the service, which helped to identify what was working well and where improvements could be made. This included unannounced spot checks, feedback surveys and telephone monitoring calls. Quality assurance audits were completed which gave the provider further oversight to help them identify any further learning opportunities. We saw findings were discussed across the staff team which helped ensure staff understood best practice.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. The registered manager was involved with support organisations, including local authority and registered manager forums for further advice, support and learning within the health and social care sector. For example, the registered manager shared learning sessions about how technology and digital records can support the delivery of care.

The service 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 contribute to safe, effective practice and research. Staff confirmed the provider continually focused on improving people’s care experiences. Staff found unannounced spot checks benefitted them to support them to provide better care. A staff member said, “We are an inquisitive team and [registered manager] likes to know what is going on across the service. All feedback is given in a supportive manner and we are all encouraged to improve.”