IDG 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 71 (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 shared with us; their mission, vision and values which they were achieving with the care they were providing. The provider was currently a small provider with a view to carefully growing the service over the coming years. They understood the importance of maintaining the quality of peoples experience to maintain success.

The provider had inclusive leaders 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 provider was open and transparent throughout the assessment and was receptive to feedback on where areas needed improvement. The provider and service manager were both experienced and from professional health and social care backgrounds.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was clear staff guidance on speaking up including reassurance that staff did not need management permission to make an appropriate external safeguarding referral. Staff were also assured they would not be victimised for raising a genuine concern in good faith, even if it was not ultimately substantiated.

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.

The provider had a good understanding of workforce equality and protected characteristics; they were committed to equal opportunities for staff. The employee handbook encouraged staff to seek support where needed and gave a few examples of the reasonable adjustments that could be made to remove disadvantage, such as, changes to rota’s, communication, training or equipment.

The provider did not always have good governance oversight. They did not always ensure clear information about risk and ensure mitigation. There were some areas for improvement in oversight as detailed elsewhere in this report such as in recruitment records, the oversight of secondary provider staff and environmental risk assessing. However, we found no evidence this had impacted on people at the time of the assessment.

Oversight of people’s care was currently relatively simple to maintain with the current size of the service. However, the provider recognised that systems and processes to monitor the safety and quality of the service would need further development particularly if the business grew. The provider was reviewing various systems to support with that going forward.

The provider had a business continuity plan for guidance should an incident that disrupts normal service occur.

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 had recently been attending a local ‘manager forum’ with other providers’ whilst collaborating on a project. This had been an opportunity to share ideas and good practice and learn from each other.

There was evidence of collaborative working to support a person who had been with the service previously.

The provider focused on continuous learning, innovation and improvement across the organisation. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to research and development.

The provider had recently embarked on a pilot project with the NHS and was working in partnership with the team to work towards delivering specialist care to individuals in their own homes.

The provider was keen to learn and improve the service and the experience of people using it and were receptive to where they could find additional support to improve some parts of the service with some work already underway.