True Nest 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.This is the first assessment 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.

The registered manager promoted equity, equality and human rights through an inclusive and respectful workplace. A staff member commented, “I believe the culture is generally supportive and encourages open communication. Staff are able to ask questions and seek support when needed. Based on my experience, I would recommend working for the service as it provides an opportunity to make a positive difference in people's lives while working with a supportive team.”

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.

The registered manager was highly visible and approachable to people, relatives, and staff. They demonstrated passion, led with integrity, and earned the respect of the workforce, who felt listened to and valued. The registered manager successfully fostered a positive culture centred on treating people with respect, compassion, and empathy.

The registered manager understood their responsibilities and maintained professional accountability. A staff member confirmed, “The management team has been approachable and supportive when I have needed advice. They are available to answer questions and provide guidance when required.”

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

Systems were in place to ensure staff felt able to speak up. A whistleblowing policy was in place and staff felt able to share concerns without fear of detriment. Staff were confident the registered manager would address any concerns they raised. A member of staff shared, “I feel comfortable raising concerns with management, they take issues seriously and try to resolve them.”

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 registered manager worked to improve equality and equity for staff by fostering a respectful working environment where differences were recognised and valued. Staff had undertaken equality and diversity training.

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 registered manager was visible and approachable, giving consistent guidance and support to the staff. They used an electronic system to monitor the quality of care and act whenever necessary. For instance, the system allowed them to check that staff arrived at their home visits on time and stayed for the correct length of time. The registered manager also delivered care to people and was able to check tasks were completed exactly as agreed in their care plans and that people were happy with the service and the approach of staff.

Staff felt supported in their roles, and the registered manager provided regular training and supervisions to help them maintain high standards of care and grow professionally. Regular audit checks were built into the service to monitor care quality. When these audits revealed areas for learning, issues were quickly addressed and the feedback was shared across the team to improve the service moving forward.

The registered manager was aware of their responsibilities regarding the duty of candour and made statutory notifications to relevant bodies which is their legal responsibility to do so.

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 registered manager and staff had established good partnership working with various organisations and external stakeholders to provide positive outcomes for people. They knew who to contact if people required additional support from other healthcare professionals such as GPs, district nurses and hospice staff.

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 registered manager used reflective practice and learning from incidents, audits, complaints, feedback and partner engagement to drive service improvement and strengthen quality oversight.