Compass Care Derbyshire 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 inspection 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 their relatives spoke highly of the service and told us they would recommend it to others in similar circumstances. Their feedback reflected confidence in the quality of care provided and the values demonstrated by staff.

Staff consistently described the organisation as supportive, approachable, and fair. They told us teamwork was encouraged and that managers were accessible whenever advice or guidance was needed. One staff member said, "In my experience, Compass Care is a very good employer. The organisation is supportive of both staff and service users, and managers are approachable and accessible when guidance is needed”.

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.

People, relatives, and staff were involved in the development of the service. Leaders encouraged open communication and were approachable and accessible. Staff spoke very positively about the management team. One staff member told us, "Management and staff go above and beyond; the whole company is out of this world”.

Leaders were committed to continuous learning and improvement. The registered manager engaged with professional networks to keep informed of best practice and developments within the sector. This helped ensure the service remained responsive, well-led, and focused on achieving positive outcomes for people.

The provider promoted an open and supportive culture where staff felt confident to raise concerns, share feedback, and discuss their wellbeing. Staff told us they had positive relationships with the management team and felt listened to and respected.

Regular supervision sessions provided opportunities for staff to discuss their role, wellbeing, and any concerns. One staff member told us, "Management are extremely approachable should we need any assistance at all, whether it's around work or personal circumstances”.

Leaders worked alongside staff and had a clear understanding of the challenges of providing care in people's own homes. Team meetings were used to discuss incidents, share learning, and ensure staff understood expectations and goals for each person's support.

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 and procedures for inclusion and diversity within the workforce. For example, recognising people’s protected characteristics and ensuring appropriate measures were in place to support these. Protected characteristics are a set of nine characteristics that are protected by law to prevent discrimination. For example, discrimination based on age, disability, race, religion or belief, and sexuality.

Staff spoke positively about working for the organisation and described feeling supported by leaders and colleagues. One staff member told us that, having previously worked for a larger domiciliary care provider, the difference within this smaller organisation was "exceptional”. This reflected a positive workplace culture where staff felt recognised and able to contribute to the service. The provider's approach helped create a culture in which staff felt included, supported, and able to provide high-quality care to people using the service.

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.

Regular audits of care plans, medicines, infection prevention and control, and equipment were completed to ensure care remained safe, effective, and responsive to people's needs. The service used a digital care planning system to record, monitor, and review people's care. Daily tasks, equipment checks, and environmental safety measures were tracked through the system, including mattress cleanliness, equipment servicing, and ongoing care interventions. This supported oversight and accountability across 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.

People were encouraged to take an active role in managing their own health and healthcare appointments. The person we spoke with led on arranging appointments and making decisions about their care, with staff providing support and sharing relevant information with healthcare professionals when required.

Staff monitored key aspects of the person's health and overall wellbeing, enabling them to identify changes from their usual baseline and share concerns appropriately. For example, staff provided healthcare professionals with records of fluid intake and output to support clinical decision-making and ensure continuity of care.

The provider demonstrated a commitment to continuous learning, improvement, and staff development. Appropriately trained staff used their expertise to deliver and share learning opportunities within the service, supporting staff to develop their skills.

The service took a proactive approach to developing staff skills and delegated healthcare activities. Training needs were regularly reviewed to ensure staff had the knowledge and competencies required to meet people's changing needs safely and effectively. Leaders actively invested in professional development. The registered manager had completed additional training to enhance leadership and management practice.