Care Options

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 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.

There were regular staff meetings where information was shared on people’s needs and the care and support provided. Staff learned about the provider values on induction and had regular observations of their practice to make sure they were working to the organisation’s standards. Staff we spoke with said they enjoyed their work and found it rewarding. Comments from staff included, “I enjoy it, it is a rewarding job”, “I enjoy it, I am helping to keep people at home safely” and “I like to help people, having a chat with them. Some live on their own so it is good we go to see them.”

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.

There was a registered manager who was also the provider and owner of the service. Day to day management was being completed by a manager and administrator. Staff knew who the manager was and said they were very approachable. Comments from the staff about management included, “Very approachable, I would go to the office if needed” and “They manage well, it is a very well managed service.”

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

The provider had policies and procedures for staff to know when and how to speak up. Staff confirmed they would raise concerns and make sure action had been taken appropriately.

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 policies on equality, diversity and inclusion and provided staff with training on this area. Staff confirmed they felt welcomed at the service and included.

Leaders shared examples of how they respected different cultures and made reasonable adjustments where possible. For example, if staff needed time to pray.

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.

Governance systems were effective to help the provider monitor and assess quality and safety. Various checks were being completed such as audits of medicines and care plans. In addition, people were asked their views of the service and had opportunity to share feedback. Unannounced spot checks were regularly completed where leaders visited people’s homes to check staff. Leaders said this was also an opportunity to speak with people and make sure they were happy with the care provided.

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.

Staff and leaders worked with healthcare professionals to make sure people’s health needs were met. Staff liaised regularly with people’s GP’s, community nurses, physiotherapists and occupational therapists. Leaders were also aware they could seek specialist advice from teams such as falls and speech and language.

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.

Leaders said they focused on getting the service right for people using it. This helped them make developments or adjustments to meet changing needs. Working in partnership with healthcare professionals enabled them to learn about changing practice and new developments.