Civic 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.

Leaders promoted a clear vision focused on improving access to culturally aligned home care, particularly for people from ethnic minority communities. This commitment was reflected in how the provider matched carers to people’s language, cultural background, and religious preferences, ensuring that support felt personal and respectful.

Staff had access to a comprehensive service user guide, available in both standard and easy-read formats, alongside up-to-date policies and procedures that promoted safe and consistent care. A business continuity plan was also in place to ensure the provider could maintain essential services in the event of disruptions, giving assurance that people’s care would not be compromised.

Feedback from people, families, and professionals described a positive organisational culture where people felt respected, supported, and valued. Relatives highlighted that care was delivered with dignity and that staff promoted independence and belonging. For example, families told us managers were “flexible and proactive,” “responsive to changes,” and “always willing to go above and beyond to meet people’s needs.”

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.

Leaders were visible, approachable, and responsive, which promoted a positive culture across the service. The registered manager was experienced and suitably qualified, having achieved a leadership and management qualification in adult social care. Their background in managing domiciliary care services helped them establish effective systems and clear expectations for the team. Families and professionals described the managers as responsive, knowledgeable, and approachable, praising their ability to resolve concerns quickly and communicate clearly. A health and care professional told us that “Civic Care’s managers are always responsive to calls and queries. They’re proactive in tailoring care to clients’ needs and cultural or spiritual preferences.”

Staff described leaders as supportive, reliable, and easy to reach, saying they felt confident raising concerns or seeking guidance. Leaders ensured care teams were matched to people’s language and cultural preferences wherever possible, which helped build trust and strengthen relationships. Staff rotas were planned flexibly to accommodate religious observance and personal routines, ensuring care was respectful and person-centred.

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

Staff told us they felt confident raising concerns and knew how to report safeguarding issues. They said they would escalate any worries about people’s safety directly to the registered manager and, where needed, to the local authority safeguarding team. Staff explained they had received comprehensive safeguarding training during their induction and had ongoing access to a staff handbook which outlined clear reporting procedures.

One staff member said, “Safeguarding is very important for us. If I see anything concerning, I go to my manager first, and I can also report it to the local authority.” Another told us they felt reassured because managers were approachable, responsive, and acted quickly when issues were raised.

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 demonstrated a commitment to equality, diversity, and inclusion by taking practical steps to remove barriers and respecting staff’s religious and cultural needs. For example, when a staff member requested, for religious and cultural reasons, to support only people of a specific gender, this was accommodated without affecting service delivery or people’s access to care.

Leaders aimed to build a workforce reflective of the people supported, matching carers to individuals by language, culture, and personal preferences wherever possible. One family told us, “They always try to send carers who understand our background and needs — it makes such a difference.”

Staff described feeling respected, valued, and supported. One carer said, “They listen to us and make changes when we need help. I feel part of the team.” People received care that was not only safe and personalised but also culturally appropriate.

Leaders had a clear quality improvement plan in place and demonstrated how they used feedback from people, families, and staff to shape ongoing changes. For example, they responded to requests from families for Romanian-speaking carers by targeting recruitment to expand cultural and linguistic capacity, ensuring that people’s preferences were respected.

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 used a comprehensive care management system that supported governance and oversight. This system enabled real-time rota management, visit verification, task tracking, and incident logging, which helped leaders maintain a clear and up-to-date view of service delivery.

Leaders monitored the quality of care through a combination of regular audits, staff supervision, and frequent contact with people and their families to gather feedback. Where improvements were identified, leaders acted promptly to implement changes and communicated these clearly to staff and relevant stakeholders. A professional told us that - “Thanks to their clear and effective communication, Civic Care get things done and we rarely need to chase them for updates. Their input is always professional and timely.”

Information was shared securely and appropriately with external professionals, including social workers, health partners, and commissioners, ensuring continuity of care and effective joint working.

The provider explained that, although they were a small organisation, it was important for them to identify a care management system that worked effectively for their current service. They added that as the organisation grows, they would continue reviewing and considering other sustainable and efficient systems to ensure high-quality care delivery.

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 service actively collaborated with a wide range of external partners, including local authorities, GPs, district nurses, safeguarding teams, and community organisations, to ensure people received safe, effective, and culturally appropriate support. A healthcare professional said, “I have worked with Civic Care on general and complex cases, and their input has been professional and timely. I have confidently recommended Civic Care within my team and to other clients.”
 

Staff worked closely with commissioners and social workers to advocate for people’s needs, including successfully arranging increased care hours where needs had risen to help people remain safely at home. The provider also worked with partners to secure food vouchers and source culturally appropriate meal options where finances were limited, ensuring that people’s dietary and cultural preferences were respected.

In addition, the service maintained strong links with community organisations, such as Age UK, Mind, Action on Disability, and the Bangladesh Queen’s Park Society, to enhance people’s access to local resources and community activities.

People’s personal goals were supported holistically by using these partnerships to maximise independence, reduce isolation, and help them connect with wider community networks.

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 used a care management system as a fully paperless, real-time platform that supported effective governance and oversight. The system enabled leaders and staff to manage rotas, allocate tasks, monitor care plans, log incidents, and verify visits, which improved both transparency and responsiveness across the service. The provider also used this to identify training needs and any trends that required attention. A health professional told us that “Civic Care go above and beyond for their clients and always encourage carers to continually attend training to provide the best care.”