Roundhey 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

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.

This is the first assessment for this service. This key question has been rated 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 and understanding the challenges and the needs of people and their communities.

The vision and values of the service were clear and person-centred. Managers and leaders led by example and monitored practice against these values.

We received positive feedback from people and their families and from staff. Staff told us, “Honestly, I love it. Being a small company it works well. We spend more time with the clients and we are not rushed. I do enjoy it. We work well as a team, and we are always in contact with each other. The communication is good between staff and management.

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.

The registered manager was experienced in homecare. Staff reported a high level of trust and felt the registered manager had the appropriate knowledge, experience and skills to lead effectively. They told us, “We deliver the best service and [registered manager] is one of the best managers I have ever had.”

People and their relatives reported a high level of satisfaction with the service. They told us, “I have found the manager approachable, accountable, very open and transparent. [Manager] works together with us in order to improve [relatives’] quality of life. They have a very low turnover of staff, and you never get the impression that the carer does not want to be working for this company or care for my [relative]. The manager has a strong safeguarding attitude, and everyone appears to be well trained. The service is effective when it comes to meeting [relatives] needs and I feel this shows it is a well led organisation.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff received training in safeguarding and whistleblowing. They reported an open culture and an open-door policy where they were encouraged to report any concerns. They were confident the registered manager would respond appropriately. No concerns were raised about any unsafe care or poor practices.

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.

Policies and staff training covered equality legislation. Staff told us they felt supported, and we received no feedback about any unfair treatment.

Staff told us, “I think coming into this company from others, they’re really caring about the staff and clients. [Registered manager] is more than a manager, [Registered manager] puts themselves in the role, there’s nothing [Registered manager] wouldn’t do for the staff and clients.”

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 registered manager was aware of their legal responsibilities and notified the CQC and local authorities appropriately when required. There were robust arrangements for the availability, integrity and confidentiality of data, records and data management systems.

Regular audits were in place to provide oversight of key areas such as medicines, care plans and infection control. There was a learning culture, and actions were identified for any shortfalls found. Policies and procedures were in place to support compliance with legislative requirements.

The mandatory training requirement on learning disabilities and autism had not been met. Training was arranged during the assessment to resolve this issue.

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 staff were effective at working with local health and social care professionals to support good care. Staff and leaders were open and transparent, and the feedback we received from people, families and visiting professionals confirmed this. One professional told us, “Roundhey staff are open and transparent and are willing to work in partnership with Trafford Council.”

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.

All stakeholders told us they were consulted about the care packages provided and felt listened to. This open culture and cooperation helped to provide care that met people’s wishes and their needs. This included learning through any complaints raised or any incidents where changes were required to improve the service.