Nucare Group 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 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 82 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. Leaders were knowledgeable about their regulatory responsibilities and also about their priorities for the development of the service. Staff were aware of their roles and responsibilities and felt involved in decisions about the service. Staff told us management were approachable, and they felt comfortable speaking with them and raising concerns. One staff member commented, “I know if we have any issues and we raise them they will be spoken about and resolved.” Staff were positive about the culture of the service and staff morale. One staff member told us, “Staff morale is really good. We all get along brilliantly and we bounce off each other. Nucare is an excellent place to work.”

The provider had exceptionally 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 always did so with integrity, openness and honesty. The management team demonstrated effective leadership skills, identified areas for improvement, and took timely action when necessary to mitigate risks and embed learning. Systems and processes were in place to provide support to staff which in turn promoted a positive and inclusive culture. Staff were positive about leadership of the service. One staff member told us, “Nucare are very open and always do their best to resolve any concerns we may have. Our opinions, feelings and wellbeing are valued and the team always listens to one another to help support each other.” Another staff member told us, “Nucare is open and honest. If we have a problem this will get sorted and extra support will be put in place if needed.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Systems were in place for people to speak up and for their voices to be heard. The provider had a complaints policy which included ways in which concerns could be raised, the process for dealing with any concerns and further steps that could be taken if complainants were unhappy with the resolution. We saw examples of how people’s views and opinions were sought and, where appropriate, a record of any action taken. People, families and staff were positive that they would be listened to. One family member commented, “Even the office staff, nothing is too much trouble. They will do anything for you.” One staff member told us, “We have an open-door facility to speak of concerns. We are encouraged to visit the office at any time. I have never had a problem with speaking to my office at any time.” There was a whistleblowing policy in place encouraging people and staff to speak up.

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. We received feedback from staff that, when needed, adjustments were available for them to support them with their personal circumstances. The provider had policies and procedures in place regarding equality, diversity and inclusion and staff had received training on equality and diversity.

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. The provider had structures in place to monitor and improve the quality of care they delivered. Systems such as audits and quality monitoring were used to check the quality and safety of the service and actions taken to address issues highlighted. Where we noted room for improvement the management team were quick to review and address any issues we raised. The registered manager was aware of their legal responsibilities to notify CQC about relevant incidents at the service. However, some low-level concerns were being reported to the local authority as safeguarding referrals but not to CQC. We discussed this with the provider who agreed to complete CQC notifications for all safeguarding referrals whilst the process for reporting of these concerns was resolved. The provider had a business continuity plan which detailed how they would be prepared for emergencies.

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 management team were passionate about their plans for the service and welcomed suggestions for improvement, acknowledging the value of collaborative working with partner agencies. Records showed there were positive working relationships with other partners and professionals. Advice was sought, and referrals were made in a timely manner which allowed continuity of care. We received positive feedback from professionals involved with the service. One professional commented, “Professional enquiries are dealt with in a timely manner and I find any questions are responded to quickly. It is a positive that they are flexible too with timings to suit the client.”

The provider 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 contributed to safe, effective practice and research. The management team were committed to fostering a culture that improved outcomes for people, creatively addressing areas for improvement and building links with the wider care sector and community. Records showed staff were actively supported with ongoing training, helping them stay up to date with regulations and best practice. Staff shared that they felt well-supported and valued. People and their families were positive about the support provided and the commitment of Nucare to continuously improve their service. One relative told us the last question staff always ask before leaving is “Can I do anything else for you today?”