Resurgence Case Management 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. This is the first assessment for this service. This key question has been rated outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 93 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. The service promoted a positive culture which was extremely person centred and inclusive. There was a clear vision and staff and leaders were exceptionally dedicated to the core values. There was a clear commitment by all staff and leaders to provide extremely high standards of care and support and empower people to develop and regain skills.

The provider had exceptionally 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 always did so with integrity, openness and honesty. People received a tailor-made service from an exceptionally well-led team of staff. The registered manager and staff were extremely passionate and committed to providing high-quality, person-centred care. The registered manager exhibited very strong leadership skills and excelled within the organisation to achieve consistently high standards. Leaders understood their responsibilities relating to the duty of candour and being open and transparent and had a passion for providing the best support possible.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff had access to a whistle blowing policy and we asked staff if appropriate actions would be taken if any concerns were raised. One staff member said, “I am confident that the management team would take appropriate and swift action however if they didn't then I am aware of the whistle blowing procedures and would take information to the CQC.”

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them. The registered manager valued their staff and ensured staff were listened to and valued. For example, recruitment processes, policies and procedures were regularly reviewed to ensure they reflected equal opportunities. Reasonable adjustments were considered including any equipment staff may require or allowing additional time to complete tasks or adjusting tasks, so staff are included and not discriminated against. One staff member said, “We have a diverse team, and I would say it’s a healthy working environment because the management provides fair support and treatment to all staff and they are approachable for everyone.”

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. Audits and checks were fully embedded into practice and showed continuous improvement. Leaders and staff were highly committed to ensuring issues were quickly identified, actioned and systems changed to ensure people received the best support possible. Leaders had devised a service improvement plan which was a working document. It identified areas for improvement, gave timescales and included updates so the leadership team were fully embraced in delivering the objectives.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. The management team worked effectively with people, their representatives and staff to build a culture that focused on enabling people to enjoy their lives. We saw people were supported to have wishes and dreams, which staff encouraged them to achieve. An external professional said, “Each of the case managers, administrative staff and other members of the team that I have worked with are responsive to emails, calls and queries and all model and expect teams to work with a collaborative approach to ensure good outcomes for the clients and their families, even when this involves making difficult decisions, having difficult conversations or supporting change.” Another external professional said, “Resurgence Case Management Ltd. demonstrates a strong commitment to partnership working. They engage effectively with other professionals and services to ensure a joined-up approach to care. Their willingness to share knowledge, collaborate for improvement, and maintain open communication channels is a key factor in the quality of care they provide.”

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. Staff and leaders had learnt from incidents and events and this learning had been used to drive improvements. Staff were supported to develop and enhance their skills continuously, with opportunity for open discussion, and further training. Staff and leaders actively networked with other services and accessed learning resources to keep them up to date with changes in the care system and best practice guidance. This was evidenced in several examples where people had continuously achieved their goals and aspirations.