Standard Care Limited

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. At our last assessment we rated this key question Requires improvement. At this assessment, the rating has changed to 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 processes and systems promoted a shared direction and culture. This enabled staff at all levels to understand the shared vision, values, and strategy and how their roles helped achieve them. They were developed through a structured planning process in collaboration with people using the service, staff and external partners. The processes enabled a well-developed understanding of equality, diversity, and human rights, and they prioritised safe, high-quality, compassionate care.

The provider had inclusive leaders who understood the context in which care, treatment and support was delivered, and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively, and did so with integrity, openness, and honesty. The provider’s processes were transitioning to an electronic system. Despite this, they contained the required, up to date documentation and information to enable staff to meet people’s needs efficiently, and support them in a caring, friendly, and compassionate way. The management team were capable, compassionate, and frequently updated staff after reviewing the available information, in a clear, and understandable way. A staff member said, “The managers are committed, and make me feel listened to.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider’s processes, procedures and systems encouraged openness, honesty, and transparency. Staff were empowered to drive improvement by these systems, encouraged to raise concerns, and the value of doing so was promoted. Staff told us that they really felt listened to and their contributions valued.

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 processes removed bias from practices to ensure equality of opportunity and experience in the workforce, and policy reviews tackled structural and institutional discrimination and bias to achieve a fair culture for all and prevent and address bullying and harassment. A staff member said, “We are treated equally, and fairly.”

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 processes and systems stored people's risk assessments, care plans, and daily logs. Data was robustly stored, and that collected was collated and used to update and improve the service provided. Any areas needing improvement were then addressed. There were thorough audits, and the complaints system was regularly monitored and enabled staff and the provider to learn from and improve the service. People, their relatives and staff provided regular feedback to identify if people were receiving the care and support, they needed.

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. Processes promoted and maintained working relationships with other external healthcare services to provide integrated care that met people’s support needs and enabled them to live as independently as possible, keep healthy and receive the ongoing healthcare support they required. Staff reported any health care concerns to the registered manager, and management team who alerted appropriate health care professionals. They also supported people to access community-based health care professionals, such as district nurses and to refer themselves to health care services, such as their GP, to maintain and promote continuing independence through joined up healthcare.

There was a focus on continuous learning, innovation, and improvement across the organisation. Creative ways of delivering equality of experience, outcome, and quality of life for people was encouraged, and actively contributed to safe, effective practice and research. The systems and processes promoted, and supported learning, improvement, and innovation. The complaints system was regularly monitored and enabled staff and the provider to learn from and improve the service. People, their relatives, and staff provided regular feedback to identify if people were receiving the care and support, they needed.