Roster Home Care Ltd Derby Office

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 newly registered 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 68 (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.

Management demonstrated an open and transparent approach to the delivery of care. Systems were in place to gather feedback from people, relatives and staff, which was used to monitor the quality of the service and identify areas for improvement.

Staff told us they felt valued and well supported by the provider and described a positive working culture. Relatives spoke positively about the service and the management team, describing them as approachable, responsive and accessible. They also told us communication was effective and that they were kept informed about matters relating to their family member’s care.

Feedback received indicated people and their relatives were satisfied with the quality of care provided and felt able to raise any concerns or suggestions with confidence.

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.

Relatives spoke positively about the management of the service and described the registered manager as visible and engaged. One relative told us, “The new manager comes round on a more regular basis to make sure my family member is alright.”

Throughout the inspection, the registered manager responded promptly to requests for information and engaged openly with the inspection process. Staff consistently described the registered manager as approachable and supportive. One staff member said, “The registered manager has guided me in this role and has been encouraging and supportive.”

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

The registered manager explained that they promoted openness and transparency enabling people using the service, relatives and staff to raise any queries. Relatives told us they were able to raise issues and concerns, when issues were raised, they felt listened to and the matter addressed. Staff told us they understood how to speak up if they had any concerns or worries. Staff confirmed they felt confident in raising concerns and believed that the registered manager would respond appropriately. One staff member said, “I feel confident when raising concerns and the company maintains confidentiality.” Another staff member told us, “I have no concerns but are confident that the registered manager would listen and provide 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.

Staff were given opportunities to develop through regular supervision, staff meetings and ongoing training, which promoted an inclusive work environment The service employed a diverse workforce, and staff told us they were treated fairly and felt supported. The provider had policies promoting equality and diversity within the workplace helping to ensure that staff felt valued, respected, and well supported to perform their roles effectively.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes.

The provider’s governance systems were not always effective in identifying and addressing areas requiring improvement. During the inspection, we identified issues that had not been recognised through the provider’s own quality assurance processes. For example, some risk assessments did not contain sufficiently detailed guidance on how identified risks should be managed, and medication records did not always clearly specify the level of support staff were required to provide. This meant staff did not always have access to clear and consistent information to support the safe delivery of care.

The concerns identified were discussed with the registered manager, who responded promptly and took action during the inspection to review and update the relevant records. This helped to ensure staff had clearer guidance to follow and reduced the risk of inconsistent practice.

The providers internal audit system identified that 1 notifiable incident notification had not been submitted to the Care Quality Commission (CQC). Registered providers must notify CQC about changes events and incidents that affect the service or people who use the service. The registered manager submitted this during the inspection and provided assurances their systems would check notifications had been submitted as required going forwards.

Care call monitoring was undertaken to provide the registered manager with an oversight of service delivery. The provider completed audits and had a service improvement plan in place to manage the overall running of the service. Where areas were identified for improvement, actions were taken as needed. The provider maintained a business continuity plan to ensure that services could continue to be delivered safely and consistently during emergencies, including adverse weather conditions and workforce shortages.

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 worked with external community health and social care professionals, such as GPs and social workers to provide good outcomes for people they supported. A professional told us, “I found the registered manager to be very responsive and helpful with the information required to plan a safe and effective discharge.”

The provider did not always demonstrate a culture of continuous learning, improvement and innovation. During the inspection, we found the provider did not have sufficient oversight, as evidenced by the shortfalls identified. However, the registered manager was receptive to feedback and responded positively to the findings of the inspection. The registered manager took prompt action to address concerns and clarify issues identified during the inspection, demonstrating a willingness to improve outcomes for people using the service.