The Roof Support Services Uk 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.

At our last assessment we rated this key question good. At this assessment the rating has remained 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 promoted an open culture that respected people’s individual differences and was inclusive. People, relatives, staff and healthcare professionals felt that it was well run.

Comments from people included, “They do a good job and go the extra mile,” “We have had a positive experience of the staff team” and “I am one hundred percent confident in them. They are really good.”

The organisation had clear values and staff were aware of these. A staff member explained, “I’m happy in my role and learn all the time, the induction into the service was great and gave me confidence and managers are approachable.”

The provider had leaders and staff who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation.

People, relatives and staff felt valued and important. The provider developed a person-centred ethos where people’s individual needs were met. Comments from relatives included, “I am very happy with the care my [relative] receives. I have had no issues at all” and “We are very happy with the service provided to my [relative]. The carer is very helpful, and the team is very good. I do not have any concerns about the care at present.”

Staff felt supported and enjoyed working for the service. A staff member told us, “They [managers] help with a lot of different things, and this is the best thing, it’s like a family, always there to help.”

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

Opportunities to share feedback were available through meetings, yearly surveys, day‑to‑day communication and contact with managers.

Staff and people felt confident speaking up and raising concerns and told us managers listened to concerns and acted on them. There were systems to enable staff and others to speak up when they felt something was wrong.

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.

There were policies and procedures to support workforce equality, diversity and inclusion. Staff told us their individual needs and diversity needs were respected. The registered manager supported staff with flexible working arrangements.

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.

Audits, spot checks, supervision, competency assessments and reviews were used to monitor quality and performance. One staff member explained, "We have unannounced spot checks to make sure we are providing good care.”

The provider had an up-to-date quality management policy in place to embed continuous improvement.

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 maintained strong relationships with health and social care professionals to support people effectively. One staff member told us, "We work with other services such as GP’s, occupational therapists, physiotherapists, mental health services and district nurses.

A health care professional told us, “The service maintains regular communication with professionals, promptly alerts us to changes in needs or risks, and actively contributes to reviews and support planning.”

The provider focused on continuous learning and improvement across the organisation. Systems were in place to learn from incidents and near misses, with records showing that lessons learned were identified, shared with staff, and used to reduce the risk of reoccurrence.

Feedback was actively sought from people, relatives, and staff through surveys and other opportunities and information gathered used to inform service development.

Relatives expressed confidence in the leadership of the service. Where minor concerns had previously arisen, there was evidence that these had been listened to, followed up and addressed by the manager. Those who had not needed to raise concerns nevertheless said they would feel comfortable approaching the manager if necessary.