Care South Home Care Services Dorset

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 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 service 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.

There was a positive and person-centred culture in the service, and staff worked to the same goal.The values that were at the centre of the care provided by the service were discussed with staff during team meetings and, supervisions and were displayed on posters in the office.

Staff told us they felt part of the shared direction and culture and told us they liked working at the service.A staff member said, “I find it comforting to work for a company that values both its employees and the people we care for.”

The service 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 had an open-door policy and was available to staff who told us they found them to be approachable. One staff member said, “l feel supported.” Another staff member told us, “The service models inclusive behaviour. The environment at the service is conducive and accommodative.”

The registered manager was knowledgeable about issues and priorities for the quality of services and could access appropriate support. Regular team meetings and supervisions provided staff with an opportunity to discuss the service and people’s support needs.

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

Staff told us they felt confident in speaking up if they had any concerns about the care being provided or any other issues. One staff member said, “From my personal experience, the office staff are very approachable and responsive. Whether it’s a query or a concern, they treat both staff and clients with the same level of respect and consideration. They consistently keep us updated with training opportunities and always check in to see if we need additional support to perform our roles more effectively.” Another staff member told us, “l have opportunities to raise concerns and share feedback with the management. The leaders are always telling us to feel free, to ask or to tell them anything.”

The provider had up to date policies in relation to safeguarding and whistleblowing. The registered manager was aware of the importance of supporting staff to speak up.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them.

Staff told us they were treated fairlyand supported as individuals. A staff member said, “l think the management model inclusive behaviour because they usually ask us if we feel there is any need for adjustments in any area.”

New staff completed a health questionnaire form in case any reasonable adjustments at work should be explored. The registered manager told us they would ensure reasonable adjustments were implemented if required.

The service 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.

Governance systems were established and operating effectively. These included regular audits of care plans, staff performance, and training compliance.

The service acted on the best information about risk and performance and shared this securely with others when appropriate. Staff spoke positively about the registered manager and told us they felt able to come to them for support if needed.

The registered manager ensured regular spot checks were completed to confirm people received good care, staff arrived on time and provided support in line with people’s care plans.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

Health and social care professionals were complimentary about the service. One professional said, “The service are strong advocates for the people they support, and this is reflected in the leadership shown by their senior team, particularly the registered manager.”

Effective systems were in place to foster good working relationships with community health care teams and the local authorities.This meant people’s care provision was joined up and services worked well together.

The service 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 service had an up-to-date plan for achieving strategic objectives. Records showed the service continuously strived to improve. For example, the service made changes to relevant policies following a review and lessons learnt.

Systems and processes supported ongoing learning and development, including regular training sessions and team meetings.