Pearl Care Professionals

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.

People and staff were engaged in discussions and decisions about the service provided. People’s views were sought during their care calls and reviews about the care they received. A relative told us, “[Registered manager] is very good and will keep us informed and updated.” There were regular team meetings and handovers for staff where they were updated about people who used the service and the running of the service. A member of staff said, “I feel I am always part of the team. We are a very small team, and we keep ourselves updated and share what we know about issues with our clients or any training we have had. I am aware about the company’s visions and values as this was shared with us during our induction. We stand by it when we are at work looking after our clients. We believe that our clients deserve the best care we can give even in the very end. When we give them our best care and it shows in their feedback, we know that we have done our best and it makes us proud of what we do.”

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 culture of reporting and learning from safety events and ensuring all staff had the necessary skills and training to carry out their role. Staff were supported through regular meetings and supervisions where they could discuss their role and performance and provided opportunities for discussing any issues with the service and how to make improvements. A member of staff told us, “I can talk to [registered manager] about my work or sometimes my personal issues. We talk about anything (issues or concerns) or even things that we would like to do or places we would like to visit. We have family days and it is always about family celebrations and food. We have regular meetings and mostly about a well-being check and how we can best support our clients and ourselves.”

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

People’s relatives and staff felt there was an open culture where there was good communication and opportunities to raise concerns. A member of staff told us, “I feel that I can raise any concerns or discuss issues with [registered manager] without being judged and they have been very helpful and accommodating. They ask me for my views or thoughts, and we discuss it openly. I feel I can always come to them when I need advice about anything.” Staff were aware of the whistleblowing policy and understood when and how to use it.

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 in place to ensure staff were treated fairly in the workplace. Staff told us they were treated fairly in their workplace and were well supported in their role. A member of staff said, “I am aware about reasonable adjustments at work and we have a company policy for this. It is in place to ensure that any disabled employee or applicant can overcome barriers at work by removing or reducing any disadvantages that is linked to any physical or mental impairment. It could be a change of work environment or working times or providing an equipment so they can work effectively and without feeling disadvantaged.”

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.

The registered manager was aware of their responsibilities regarding duty of candour, which is their legal responsibility to be open and honest with people when something goes wrong. They were aware of their legal responsibilities to inform us of any significant events which occurred in the service.

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.

Systems were in place to ensure people were supported to access external professional services as needed. Staff and relatives told us there was good communication with the registered manager and there was positive involvement and engagement with healthcare professionals to help maintain and enhance the quality of people’s lives. Evidence of this was seen in the care plans we looked at. A member of staff said, “We work closely with other healthcare professionals, like the District Nurses or the OT. If they are about during our call visit, we update them with the client’s condition (if the client consents to this). We offer advice to the family if the client needs input from the GP, District Nurses or the OT”

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.

There were a range of audits and checks in place which were effective in identifying areas for improvement. These included spot checks by the registered manager. An improvement plan was developed to ensure improvements were addressed within agreed timescales. Any areas requiring improvement were shared with the staff team. People and their relatives were provided with satisfaction surveys where they could comment on the quality of the service provided. Results of a recent survey had been positive. Comments included, ‘We wouldn’t be coping with this situation if it were not for the incredible support that [registered manager and name of staff member] give us’ and, ‘Pearl Care Professionals have provided excellent care to my [relative]. They are highly professional, caring and compassionate. They respect our family life and have made the situation easier to manage.’