Atman 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

The provider had some quality assurance processes in place to monitor the quality of care and support delivery. There was a team of six managers who met regularly to review the governance. However, this had not always been effective at identifying the concerns that were found during this assessment. The registered manager took immediate action and implemented further checks and audits. Staff meetings were held regularly.

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 ambitious plans for growing and developing the business in the local area and further afield with the intention of sourcing office space further into Kent. Staff understood the principles of equality, diversity and human rights.

The provider had an equality and diversity policy in place and managers told us staff attended cultural sensitivity training, although we did not evidence this on the training matrix.

There was a large management team made up of clinical and non-clinical personnel. Feedback from staff was mixed with some staff telling us the registered manager was rarely available in the office.

Managers had sought further training to support them to undertake their role, for example, moving and handling train the trainer.

Managers told us they had an open culture and encouraged staff to engage with them regularly.

The provider had a whistle blowing policy in place and staff knew how to access this.

The provider deployed a diverse workforce and staff teams worked well together. The provider had not employed anyone who required reasonable adjustments to the workplace. Staff attended meetings and were given the opportunity to join the meetings remotely.

The provider had regular meetings with staff, some specific to people’s care and monthly general staff meetings. The provider planned monthly rotas taking staff preferences into account wherever possible.

There was a team of managers including the nominated individual and the registered manager. Clinical oversight of the complex health needs and medicines was provided by a clinical team leader.

The provider had some quality monitoring processes in place, for example, medicines were audited weekly. There was a monthly governance meeting were quality issues were discussed. The weekly governance meeting notes from 8 May 2024 found concerns with staff employment files. However, these had not been rectified as similar shortfalls were found during our inspection.

People told us and relatives confirmed they had been involved in the development and review of their care plan and risk assessments. Information regarding support the person received from external healthcare professionals had been recorded within their care plan.

Managers had a good working relationship with health and social care professionals, local authorities, and health boards. This extended to authorities outside the local area.

A health care professional who had previously worked with the agency said, ‘I found them to be very helpful and pleasant on the phone or via email’ and, that when the packages of care were set up the management team would always try to deal with queries and rectify them.

The registered manager participated in local provider support groups. The provider had processes in place to ensure people could enjoy being a part of their local community.

Staff are encouraged to develop their skills and learning so they can provide the most appropriate care for people using up to date best practice guidelines. Training had been provided by internal managers as well as local health professionals.

The provider had implemented electronic processes for care planning and keeping records of daily care notes. This enabled managers to audit the documentation quickly and easily. Electronic call monitoring had been introduced whereby staff logged in and out of a person’s home using a bar code scanner. The provider had processes in place to monitor call times and any manual log ins.