Detailed Care Ltd

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, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The provider had a clear and up‑to‑date Statement of Purpose in place, which outlined the aims, values, and approach to delivering care. This supported transparency and consistency in how care was provided.

Staff described a positive and supportive workplace culture. One member of staff stated, “The culture is positive, we work together, like a family.” This reflected teamwork, mutual respect, and a shared commitment to providing high‑quality, person‑centred care.

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.

Staff provided positive feedback about the management team and described them as supportive and responsive. One member of staff stated, “The managers are very responsive. The care plans are detailed. Any questions the managers try to help.” This reflected accessible leadership and a supportive management approach.

Staff valued the induction process, training, and shadowing opportunities provided by the provider. One member of staff explained they were supported through shadowing before working independently with new people, stating, “Yes, they ensure we get shadow shifts.”

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

The provider promoted an open and supportive culture where staff felt able to speak up and share their views. Staff meetings were held regularly, and both people’s surveys and staff surveys were used to gather feedback and encourage open communication.

Staff confirmed they felt confident raising concerns and sharing ideas with management. One member of staff stated, “Yes, we do. I’m not afraid to speak up. Managers listen. We have team meetings.”

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 promoted equality and diversity through policies, training, and day‑to‑day practice. Any required support was discussed with staff in relation to health conditions identified during pre‑employment checks, ensuring appropriate adjustments were considered and implemented where needed.

Staff told us they were treated fairly and supported with their wellbeing. One member of staff described the provider as flexible, stating, “Yes, they are flexible with working patterns, for things like childcare.”

The provider did not always have fully effective responsibilities, roles, systems of accountability, or governance arrangements. While some systems were in place to support oversight, these were not always used consistently to act on information about risk, performance, and outcomes, or to ensure this information was shared securely with others when appropriate.

The provider had relevant policies and procedures in place to support safe and effective governance. A range of audits had been completed to monitor quality and compliance across the service.

However, whilst audits were in place, there was no overarching action plan or improvement plan to effectively coordinate learning, track themes, or demonstrate how audit findings were driving continuous improvement at a strategic level.

At the time of the assessment, there was no evidence that this had resulted in any impact on people’s care or identified shortfalls in practice. Following the assessment, the provider evidenced how they strengthened governance arrangements to ensure audit findings were consistently translated into formal action plans and monitored improvements.

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.

People were supported by a range of health and social care professionals to ensure their needs were met. Referrals were made to relevant health professionals when required, and the provider shared information appropriately to support effective, joined‑up working.

Records demonstrated effective collaboration with external professionals and families, while ensuring the person remained at the centre of their care and support.

An external professional provided positive feedback about the service, stating, “From what I have witnessed so far, I would say they are well‑led, caring and effective, in line with several CQC values.” This evidenced strong partnership working and effective leadership in supporting people’s outcomes.

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.

A positive learning culture had been developed within the service. Information and learning were shared with staff through regular meetings, group communication updates, and supervision sessions, supporting openness and continuous improvement.

Staff undertook regular training and told us the registered manager supported them to develop their skills and learn from best practice. This demonstrated a commitment to ongoing learning and workforce development to support high‑quality care.