Residential Care Providers Limited

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.

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.  

The provider, management and staff had a shared direction which was outlined in their statement of purpose. Regular meetings and daily handovers encouraged communication between staff so that they could share their experiences and learn from one another. Regular communication enabled the provider to maintain the shared vision and values of the service and to ensure the effective running of the home.

Systems and processes had been designed in line with the service’s vision and values and focused on people and meeting their individual needs. There was a positive and compassionate culture within the service that promoted trust and understanding between staff and people using the service.

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. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

There was an organisational structure in place. The registered manager was supported by the director and had a collaborative, positive working relationship. The registered manager was visible in the home and staff told us they were well supported. Relatives spoke positively about the registered manager. A relative said, “The manager has been an angel.” Another relative told us, “The manager is approachable.”

Staff told us they were well supported and spoke positively about the registered manager. A member of staff said, “The manager is very supportive.” Another member of staff told us, “The manager is very supportive; I can reach [them] anytime.”

Throughout the assessment of the service, management and staff we spoke with acted with openness, integrity and transparency.

Staff told us management were knowledgeable and provided them with the support they needed to do their job effectively. There was open and ongoing communication between the management team and staff.

The provider fostered a culture where people and relatives felt they could speak up and their voice would be heard. There were clear reporting structures, staff understood who to speak up to and how.

There was a positive culture of speaking up where staff actively raised their views, ideas, concerns and were supported, without fear of detriment. The provider was open to feedback and staff felt supported to speak up.

The provider worked in a collaborative way and staff were confident that their voices would be heard. A staff member told us, “Communication is good here. We have regular team meetings and can discuss issues and find solutions. Handovers are also very helpful.” Another staff member said, “Communication is good. We share information and learn from one another.”

Relatives told us they could raise concerns and wouldn’t hesitate to do so. A relative told us, “I can talk to [the registered manager] without hesitation. I ask [them] questions and [they] are always responsive.”

Management actively encouraged staff to speak up to drive improvement through raising concerns and sharing ideas. Staff we spoke with were confident their voices were heard, listened to and acted on.

There was a whistleblowing policy in place and posters displayed in the office informing staff how they could speak up with any concerns.

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.

Staff were actively supported to complete training in key areas such as autism, equality, diversity and inclusion, positive behavioural support and deescalation to reinforce best practice. This helped them feel confident and equipped to meet people’s individual needs.

Staff told us they felt valued and were treated well. Managers were responsive to staff’s individual circumstances. This helped to ensure reasonable adjustments were made to accommodate staff’s needs.

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.

Systems and processes were in place to help monitor the quality and effectiveness of the service to help ensure risks were identified and mitigated, enabling and empowering people to receive safe care. Governance processes including audits and checks were carried out. These were comprehensive and looked at various aspects of the running of the service in order to drive improvements.

The provider had governance and assurance process at various levels, which included service level and managerial audits. This enabled management to carry out scrutiny of service standards against key quality indicators, compliance and regulation.

The registered manager demonstrated a clear understanding of the ‘Right support, right care, right culture’ principles, to ensure care and support was, person‑centred and focused on achieving positive outcomes for people.

The provider had business continuity plans in the event of an untoward event or emergency, which may disrupt the safe running, continuity or sustainability 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 manager told us they worked with other professionals to help make sure people received continuity in their care.

People’s community participation was encouraged and supported, with staff supporting people to access activities, develop independence and build relationships outside of their home. The provider had a positive working relationship with care professionals.

The provider focused on continuous learning, innovation and improvement. Systems in place were designed to look for ways to improve the running of the service and the quality of care people received. Systems were in place to seek feedback from people, relatives and staff.

There was a consistent approach and clear strategy to measuring outcomes and impact on people’s care, treatment and support and the development of the service as whole.

The provider was providing a service in line with CQC’s Right support, right care, right culture guidance. People received person centred care and support, had opportunities of being part of the community, accessing public transport, and trying new experiences. This inclusion helped people to have a good quality of life, with purpose and dignity.

Governance and assurance processes in placed were in place to help create opportunities for learning and improvement. The registered manager told us they welcomed feedback and an opportunity to make improvements. The registered manager promoted honesty and learning from mistakes and there was a clear understanding of the need to be open in the event of anything going wrong.

The service had links with external healthcare professionals, with scope to strengthen these partnerships to share best practice and improve outcomes and experiences for people.