Muzaana Care Services 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.

There was a person-centred culture where people using the service and staff felt respected. The registered manager told us they provided in-depth inductions for the staff to help them understand the organisation’s values and work towards these. Staff we spoke with explained the ethos of the organisation was one of the aspects they liked about working for them. The registered manager told us they tried to support people using the service to continue to do things that were normal for them regardless of their disabilities or age. For example, supporting people to continue to prepare meals of their choice and to visit places outside of their home. People using the service and their family members, as well as staff told us they would recommend the agency. Comments from relatives included, “The bond between the carers and [person] is wonderful’’ and “The staff are full of positive energy.’’ One staff member told us, “We share a common goal of providing exceptional, personalised care for each of our clients.’’

The registered manager was also the director of the company. They were a registered nurse and maintained this registration. They explained this helped them to understand people’s health and complex needs. They were supported by a team of other senior staff. The registered manager kept up to date with good practice guidance and undertook a range of relevant training. They worked directly with people using the service alongside staff and had a good knowledge of people’s needs. One person told us, “[Manager] brings an infectious passion and energy that inspires colleagues and clients alike.’’

The staff told us they knew how to, and felt confident, speaking up and sharing any concerns with the registered manager. They knew how to escalate concerns if needed.

The provider had systems to ensure staff were treated with equality and their individual needs were met. Comments from staff included, “The organisation ensures that all staff, regardless of their culture and disability or backgrounds, feel supported’’, “I have a [health condition]. I have been thoughtfully assigned tasks and clients keeping in mind my [needs].’’ and “Muzaana respects individual needs and makes reasonable adjustments, fostering an inclusive environment.’’

There were effective systems for monitoring and improving quality at the service. These included a range of audits and checks. The provider developed action plans when they identified improvements were needed and these were reviewed. The provider had contingency plans which stated how they would respond to different negative scenarios. The provider’s records and data were appropriately stored and there were systems for protecting data and security.

The provider worked in partnership with other companies and professionals. Comments from professionals included, “They are proactive and willing to collaborate with multidisciplinary teams’’ and “The agency is very flexible and keen to meet with the community professionals to ensure they are implementing the care each service user requires.’’ The registered manager told us they worked with other agencies and organisations to discuss best practice and learning. The agency was also taking part in research to help understand the impact of loneliness for community-based workers.

There was a culture of learning at the service. The staff took part in a range of different learning events. The registered manager explained they attended seminars and meetings to develop their learning and knowledge. They had also joined a foundation who developed nurse managers and their skills. One external professional who had worked with the agency told us how staff and the registered manager had attended healthcare appointments with people to learn how to administer aspects of their care. They explained the staff had learnt about the importance of how dressings and garments were used in 1 person’s care to prevent skin damage. They told us, “This is an important part of ongoing care which other agencies do not engage with. The team take on professional advice.’’ The registered manager explained they utilised staff skills and backgrounds to give them extra responsibilities and help develop the service, for example 1 member of staff had helped improve computer systems and another had acted as a spiritual lead helping to meet people’s spiritual needs and supporting staff to understand these.