Rolling Hearts 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 service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved 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 service’s Statement of Purpose (SoP) and day‑to‑day leadership reflected the same values discussed with staff. This supported a shared direction understood by staff and experienced by people using the service. The registered manager described setting clear expectations about how staff should work and how people should be treated, ensuring care is delivered with dignity and consistency.

Team meeting records showed the registered manager and senior staff spoke directly with staff about expectations, ways of working, and standards of care. Induction processes were revisited and explained, reinforcing how staff should behave and support people in line with the service’s values.

The registered manager promoted openness and honesty with staff. During meetings, managers acknowledged challenges, supported staff wellbeing, and encouraged staff to remain engaged and committed to delivering good care. This helped build trust and a supportive team culture.

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.

The registered manager provided clear leadership and oversight and at the time of our assessment they were completing relevant professional qualification to support them to be an effective and informed leader.

Staff said managers were visible and approachable. They described receiving clear guidance about expectations, support through supervision, and feedback from spot checks and observations. This helped staff feel supported and confident in delivering care consistently.

Relatives said the service was well‑led and organised. They described managers as responsive and felt confident concerns would be addressed promptly. This supported trust in the leadership of the service.

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

The provider promoted an open culture where staff were encouraged to raise concerns. The whistleblowing policy set out how staff should speak up safely, confidentially, and without fear of reprisal. The policy reflected legal guidance and emphasised protecting people from harm.

Staff told us they felt able to raise concerns and knew who to speak to if they were worried about practice. They described managers as approachable and said concerns would be listened to and acted on. This supported confidence to speak up early.

The provider reinforced freedom to speak up through induction, training, and team discussions. Records showed whistleblowing processes were embedded in everyday practice.

The provider worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Training records showed staff completed Equality, Diversity and Inclusion training, supporting understanding of protected characteristics and respectful practice.

Staff said training helped them work respectfully with people from different backgrounds. They felt more confident supporting diverse needs and challenging poor practice.

Managers reinforced equality through induction and supervision. Staff said expectations around respectful behaviour were clear and applied consistently.

Managers monitored training and refreshed learning as needed. This helped ensure inclusive practice remained embedded across the workforce.

The provider had clear responsibilities, roles, systems of accountability and good governance.

Managers monitored quality and risk through audits and quality assurance activity. Internal audits and management oversight identified themes, risks, and areas for improvement. Actions were taken to address issues and support continuous improvement.

Management meetings provided oversight of performance, staffing, and service development. Managers reviewed information about quality, safety, and outcomes to inform decision‑making and maintain service stability.

The provider’s, ‘Good Governance Policy and Framework’ policy showed staff’s roles, responsibilities, and accountability. This ensured safe and effective service delivery and compliance with regulatory requirements.

The provider demonstrated a clear understanding of its duty to collaborate and work in partnership, so care was coordinated and seamless for people. Records showed managers worked proactively with partner agencies to ensure people’s care and support needs were met safely and lawfully.

The provider had systems to support communication, referrals, and joint working with community and health services. This helped ensure care was coordinated, inclusive, and centred on people’s care and support needs.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. Senior managers demonstrated a willingness to use technology to support learning, improvement, and innovation. During recruitment, managers used digital tools to strengthen record‑keeping and decision‑making.

For example, interview notes from a recent recruitment round showed the registered manager used an artificial intelligence (AI) enabled note‑taking tool to accurately record interview discussions. Candidates were informed in advance that AI would be used to support note‑taking, ensuring transparency and consent. This approach helped the provider maintain clear, contemporaneous recruitment records and supported fair and consistent decision‑making.

The provider showed a proactive approach to improvement by adopting digital solutions such as a digital care planning system that enhanced efficiency while maintaining openness, data protection, and to ensure compliance.