Respect 4Care 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 firstinspectionfor this service. This key question has been ratedgood.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 management team promoted a positive and open culture that was shared with the staff team. Staff described the company as “a lovely company and they are so caring towards the clients” and “amazing… everyone fits in really well.” The culture was inclusive and focused on people’s needs, with staff saying, “We have an open culture, and the management arevery nicecaring people. If you got a problem, you just go to them.” People and relatives confirmed communication was clear and responsive, with1relative stating, “Everything is transparent and if I have any issues I can approach them.” Staff meetings were productive and gave opportunities for feedback and improvement, with agendas including care updates, policy changes, and staff concerns.

Leaders had the skills and experience to manage the service effectively. Staff told us, “They do everything well. The communication, rotas, clients adore them and so do the staff.” Another said, “The managers are brilliant… they make you feel very comfortable and reassure you.” The registeredmanager maintainedoversight through monthly audits, spot checks, and quality governance meetings. Leaders were visible and approachable, with staff describing regular1-to-1supervisions and open-door policies.Astaff member shared, “I’vehad nothing but good support for my NVQ. They want me to go on the next level of the Care Certificate.”

Staff felt confident to raise concerns and were listened to. A staff member said, “Yes, very much so. They will always encourage you to talk if there are any issues or concerns.” Another added, “I do feel like I am listened to and they are always very helpful.” A whistle-blowing policy was in place and reviewed in April 2025. Staff meetings and WhatsApp groups provided additional channels for communication, and staff confirmed that issues raised were acted upon promptly. For example, a concern about compatibility between a carer and a client was resolved quickly following discussion at a team meeting.

Equality and diversity were embedded in practice. Staff told us, “We do training on equality and diversity… it’s about treating everyone with dignity and respect.” Adjustments were made for staff where needed, such as changing shifts for those unable to drive at night. Recruitment focused on skills and abilities, not age or race, and the registered manager confirmed that diversity was promoted through training and communication. Staff felt valued and supported, witha staff membersaying, “I feel very honoured they have done that for me. I amvery fortunateto be working here.”

Governance systems were effective and ensured compliance with regulations. Monthly audits, spot checks, and quality governance meetings were held to review performance and identify improvements. Policies such as safeguarding, complaints, and infection control were reviewed regularly. A continuous improvement plan was in place, with actions monitored and completed. For example, audits identified the need to adapt care plans for people unable to sign due to cognitive or physical conditions, and actions were implemented promptly. The service user guide explained governance arrangements and how quality was maintained.

The service worked with external professionals such as district nurses, physiotherapists, and hospitals to meet people’s needs. Staff described positive relationships with families and community professionals, saying, “We work well with other members of the team… if I have a problem, I’ll put it on the WhatsAppgroupand someone will get back to me.” Families were actively involved in care planning and reviews, and staff adapted care to meet changing needs, such as arranging specialist equipment and liaising with healthcare professionals.

Leaders promoted learning and improvement. Staff received regular training, supervisions, and competency checks.Astaff member said, “I’ve completed 32 certificates and I’m up to module 7 in my Care Certificate.” The registered manager reviewed industry best practice and updated care plans promptly when needs changed. Technology was used effectively, with staff accessing care plans and risk assessments via mobile apps and using WhatsApp groups for real-time communication and support.