Holistic Quality 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 newly registered 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. The management team established a leadership approach which fostered a stable and inclusive culture. The leadership respected and valued the staff and complemented the way staff treated each other. Staff felt well supported and part of a caring team. A staff member told us, “I like the service I work with. I like that the [registered] manager trusts me. There is nothing I don’t like.” There was a clear statement of purpose in place and staff ensured their practice echoed the providers values.

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 had an established registered manager in post, and staff spoke positively of the support they received from the management team. People and their relatives said they felt the leadership team was responsive and supportive. The management team was responsive to feedback, taking prompt action to address the shortfalls identified during the assessment.

The provider fostered a positive culture where people felt they could speak up, and their voice would be heard. The leadership team encouraged staff to be open and raise concerns. Staff told us there were regular team meetings where they could suggest ideas for improvement. The provider completed regular surveys to give people and their relatives the opportunity to provide feedback their experience, which was then used to drive improvements to 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. Staff told us they had not experienced any discrimination towards them. There were policies and procedures to support workforce, equality, diversity and inclusion. Staff had received training in Equality and Diversity.

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 provider had robust quality assurance systems in place to monitor care and support ongoing improvements to the service. They identified themes and trends in audits and took action to address any shortfalls. There was an overall improvement plan in place.

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. The provider worked in partnership with other agencies, and this ensured positive outcomes for people. Staff shared information with healthcare professionals to support any changes to care. Care records evidenced the provider worked with external professionals and responded to any recommendations. The registered manager worked in partnership with their staff team and the people using the service, in planning and delivering care. The registered manager knew who to contact if people required additional support from other healthcare professionals such as GPs, dietitians and social workers.

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. The provider had a clear plan for the future that included improvements and innovations. The provider supported staff to undertake a wide range of training and to access information about best practice. The leadership team and staff spoke with pride about the service and the quality of care delivered to people.