DIVERSITY HEALTH AND SOCIAL 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 had 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.

The provider had recruited a registered manager and were awaiting the application response at the time of the inspection.

At the last assessment the provider had a breach in relation to staffing.

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 provider told us their vision was to provide the right service to the clients at the right time and allocating the right carer in those packages as well. Their goals and objective were always to ensure that they provide person centred care services to their clients.

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 provider told us they had an open system in their office, leading by example and creating a safe place to work.

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

Staff told us leaders encouraged openness by asking for staff views during meetings and supervision.

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 an ethnically diverse workforce, which reflected the area and the people using the service. The provider marked Ramadan, as did their workforce from a Muslim background.

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 provider had a clear structure of the roles in the organisation, and each role had varying degrees of responsibility on the care and treatment of people who use the service. Their governance, spot checks, medication and call audits enabled them to monitor quality standards and improve the quality of care when 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.

The provider worked closely with the local authority, healthcare professionals and relatives to ensure the service worked seamlessly for people. Information sharing was encouraged across the organisation.

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 provider told us the registered manager was enrolled on a level 7 diploma for health and social care management. Staff were provided with refresher training and face to face training if needed. They had recently introduced a new software app called PASS which enabled them to log calls, update care plans, communicate with the team and add relatives onto the system so they can also have access to their family’s care journey.