Faiths 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. 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 68 (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.

Staff and leaders demonstrated a positive, compassionate, listening culture that promoted trust and understanding between them and people using the service. The culture was focused on facilitating mutual trust between leaders and staff as well as learning and improvement. There was a person-centred ethos and everyone worked together to provide a person-centred service.

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.

The service was led by a registered manager, who was supported by a field care supervisor. Staff told us they felt leaders had the right skills and experience to lead the service, and that they were visible and approachable. People and their representatives also confirmed they knew who leaders were and felt comfortable contacting them if they needed to. The registered manager received regular supervision with the nominated individual (legal representative of the service) to ensure they remained competent in their role.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard, however policies needed to be reviewed to ensure they enabled staff to have access to the right support when speaking up.

Although a whistleblowing policy was in place to ensure staff understood the process for speaking up, it contained an out-of-date website link which would make it difficult for staff to access the correct external support if required. There was, however, information regarding alternative external resources. Staff told us they were comfortable raising concerns if they needed to and felt confident any concerns would be acted on. There was a culture of openness and honesty across the service, and this was evident in the positive feedback received regarding all aspects of the service.

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. However, policies needed to be improved.

Although there was an equality, diversity and inclusion policy in place, it did not outline the process for reporting any concerns. This needed to be reviewed to ensure it demonstrated a strong commitment to equality, diversity and inclusion. Staff had received equality, diversity and inclusion training. We didn’t receive any concerns during this inspection in relation to workforce inequalities or discrimination, and staff told us they felt they were treated well.

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.

Staff told us the service was organised and well managed. People and their representatives agreed. Regular quality assurance checks were completed, including audits, observations and spot checks. The registered manager had recently implemented a system of governance to ensure oversight of service issues could be maintained. They assured us this would be used to monitor actions to ensure improvements were embedded and sustained.

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.

We received positive feedback regarding how the service works with other agencies and health professionals. The service had recently worked through an improvement plan provided by the local authority, and we saw they had utilised the feedback to make improvements to the service.

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.

Staff were encouraged to share ideas around improvement or innovation. The registered manager told us about how they had recently made improvements to staff training, prompted by staff suggestions, to ensure better care for people. A staff member had been upskilled to provide in house training as part of induction and ongoing training. This included the procurement of a specialist training doll to be used for practical training sessions. We received positive feedback from staff about the impact of this training.

During the inspection, leaders were receptive to feedback and were keen to learn and improve the service. They responded promptly to any suggestions made by inspectors.