ResCare

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 we found the provider had made sufficient improvement and was no longer in breach of regulation.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.

Since our last assessment, the provider had strengthened oversight and quality assurance processes to further promote a person-centred culture. The registered manager explained that providing bespoke support from female staff to female service users helped people feel safe, comfortable and understood, enabling positive relationships and better outcomes.

The registered manager and staff maintained positive engagement with people and their relatives, ensuring they were involved in decisions about support and informed about important matters. Staff were supported in their roles, helping to promote a consistent approach to care.

These improvements helped ensure people received personalised, responsive support that reflected their individual needs and preferences.

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.

The provider and registered manager had invested in partnership working with external professionals and training including a recognised management qualification to strengthen their skills, knowledge and leadership. They demonstrated openness, honesty and a commitment to continuous improvement. Since our last assessment, this had resulted in more accurate records, stronger oversight and monitoring, more robust investigations, and improved systems for meeting regulatory responsibilities, including notifying CQC where required.

The person and relative had developed a positive relationship with the registered manager and staff. The support for staff had also been strengthened through clearer processes, regular supervision and recorded staff meetings, with actions and monitoring of improvement. These changes promoted consistent, quality care and improved oversight of the service.

The provider and registered manager promoted an open and transparent culture where people and staff felt able to raise concerns. The provider had a whistleblowing policy and clear procedures to support staff in speaking up, including raising safeguarding concerns. Staff were assured they could report genuine concerns in good faith without fear of victimisation and were provided with information about external sources of support.

Regular staff meetings were used to review people's changing needs, discuss improvements to care and support, and monitor the completion of agreed actions. Meeting minutes demonstrated that staff were encouraged to contribute and that their views were listened to. The minutes were shared with staff who could not attend and retained to support oversight and monitor the completion of any agreed actions.

The provider promoted an inclusive and fair culture, underpinned by policies that supported equality, diversity and equal opportunities.

The registered manager understood their responsibilities under the equality legislation including the protected characteristics. They shared examples that demonstrated reasonable adjustments made, such as changes to rotas, communication and training to support staff. Staff meeting records further demonstrated a culture that promoted equality, inclusion and fair treatment.

The provider had clear responsibilities, and effective accountability arrangements and governance systems for assessing, monitoring and improving the quality and safety of the service.

The provider had made sufficient improvements to address the issues identified at the last assessment. Audits and quality assurance processes relating to people's care, medicines, the environment, staff recruitment and training had been strengthened and sustained. Effective systems were in place to oversee maintenance and ensure compliance with fire, water and wider health and safety requirements. Records demonstrated that issues identified through audits, incidents and accidents were addressed promptly, with actions monitored to ensure improvements were embedded and sustained.

The registered manager also ensured staff remained competent and suitable to support vulnerable people through regular training, supervision and performance feedback.

The provider had updated the business continuity plans which covered all eventualities that disrupts normal service such as managing outbreaks, loss of power, fire and other emergencies.

Overall, these improvements demonstrated effective oversight, risk management and governance of the service.

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 provider worked effectively with healthcare professionals to meet people's changing needs, seeking and acting on specialist advice when required. For example, guidance from speech and language therapists had been incorporated into support plans. A relative told us staff sought medical advice promptly when their family member was unwell and kept them informed of any action taken.

The person told us staff supported them to attend a day centre and shop for groceries. Records confirmed people were supported to access community facilities and activities of their choice, including parks, shops, cafés and leisure opportunities.

The provider demonstrated a commitment to continuous learning and improvement, helping to promote equality, positive outcomes and a good quality of life for people through safe and effective care.

The registered manager sought feedback from people and relatives, shared the findings from our previous assessment, and took action to address identified issues. A relative told us the improvements made had positively benefited both them and their family member during respite stays.

The provider and registered manager had worked proactively to improve the quality and safety of care and oversight. Learning from audits, incidents and feedback was shared with staff, and actions were monitored to drive improvement. The registered manager also responded promptly to emerging issues, such as arranging repairs to damaged flooring. Records confirmed effective partnership working with external agencies to further improve people's safety, wellbeing and quality of life.