Treasuring 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.

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 clear vision, strategy and culture that focused on delivering person-centred care based on kindness, compassion, trust and respect. Leaders had developed organisational values and a strategy for the service and demonstrated a commitment to ensuring people’s needs remained at the centre of care delivery. The registered manager described how the service was built on “trust, kindness, compassion and care” and emphasised the importance of working closely with people, family members and health professionals to understand individual needs and provide personalised support.

Systems were in place to gather feedback from people and relatives, and this information was used to understand experiences of care and support ongoing development of the service.

The provider had capable, compassionate and inclusive leadership. The registered manager demonstrated a strong understanding of the responsibilities associated with providing care and spoke passionately about supporting people to maintain their dignity, independence and wellbeing. They described extensive experience working in care and a commitment to continuous learning and improvement. The registered manager explained that they wanted to recruit staff who shared the same values and ethos, ensuring people received high-quality and compassionate care.

The provider promoted an open culture where people and those acting on their behalf could raise concerns, provide feedback and have their views listened to. Clear whistleblowing procedures were in place and the provider had established several ways for people and relatives to share feedback, including feedback forms, telephone contact and complaints processes. The registered manager explained that people were informed about how to raise concerns and could also access advocacy support if required.

Feedback from a relative was positive and demonstrated open communication with the service, with the relative telling us they could contact the registered manager whenever needed. Records showed the provider actively sought feedback from people using the service and had received positive feedback about the care provided.

The provider promoted equality, diversity and inclusion within the service. Policies were in place to support fair treatment and the registered manager demonstrated awareness of the Equality Act 2010 and the importance of respecting protected characteristics. They described how care planning considered people’s culture, beliefs, routines and individual preferences, ensuring support was tailored to meet diverse needs.

There was a clear commitment to ensuring people and future staff members were treated fairly and with dignity and respect regardless of their background or circumstances.

The provider had governance arrangements in place to support the delivery of safe and sustainable care. Policies, procedures, risk assessments and care planning documentation were available across key areas of the service, including safeguarding, medicines management, infection prevention and control, consent and accident and incident reporting.

Although the service was small and there had been limited opportunities to evidence responses to incidents or safeguarding concerns, systems and templates had been developed to support effective oversight as the service expanded. The registered manager described the importance of regular auditing, reviewing care plans and gathering feedback to identify concerns and drive improvement. Assessment feedback confirmed that risks had been assessed, clear care plans were in place and the provider monitored care to identify and embed improvements and learning.

The provider understood the importance of working in partnership with others to support positive outcomes for people. They explained that sharing information and maintaining regular communication with those involved in a person’s care helped reduce disruption and supported consistent care delivery. The provider also recognised the value of obtaining feedback from people and relatives to improve the service and ensure care remained responsive to individual needs.

The provider demonstrated a commitment to learning, improvement and the ongoing development of the service. The registered manager described using regular observations, reviews of care plans, recording and reporting processes, family feedback and engagement with health professionals to monitor outcomes and improve care. The registered manager recognised the importance of learning from incidents, complaints and feedback, although there had been no safeguarding concerns, accidents or incidents since the service commenced.

Systems, policies and reporting templates were already in place to support learning should such events occur in the future. Assessment feedback confirmed that care was monitored to identify and embed any required improvements or further learning.