Diversity4Care 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 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 71 (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 and nominated individual were committed to developing an open culture at their service where everyone felt safe to work and receive care.

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 and nominated individual were aware of their roles and responsibilities. People’s relatives confirmed the management team were accessible and approachable.

The management team were aware of their legal duties and regulatory responsibilities under the Health and Social Care Act 2008. This included the requirement to submit statutory notifications about key events should they arise.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. A whistleblowing and freedom to speak up policy was in place.

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. Recruitment policies were in place to ensure staff were supported to work in an environment that was free from discrimination.

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, or share this securely with others when appropriate.

At the time of our assessment Diversity4Care was a small service. We saw that a management audit had been completed and after we announced our assessment the provider had asked the person receiving care’s relative to complete a satisfaction survey to obtain their views. The provider did not have a robust governance structure in place to regularly review the quality and safety of care delivery. The governance policy outlined why governance systems were important but did not detail what governance procedures would be carried out for this service.

We also noted a number of policies were missing some key information. This included the equality, diversity and human rights policy that did not reference the Equality Act 2010 nor the FREDA principles. The FREDA principles are a set of five core values used as a practical framework to guide a human rights-based approach in health and social care settings. The provider’s complaints policy did not include details about how to make a complaint and how to escalate their concerns should people not be satisfied with how they were dealt with. We also found key information was missing from the safeguarding adult’s policy. The registered manager took on board our feedback and told us they would ensure their policies were updated with all relevant information.

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.

At the time of our assessment there had not been a need to work with partner agencies. We will review this element of care at our next assessment.

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.

The management team were committed to providing high-quality care. They were aware of the current challenges the agency faced with being a small service and were committed to ensuring they had the correct systems in place to grow the business. They were aware of what the service required now and how they would need to develop to meet the needs of more people. This included ensuring staff had access to more specialist training to meet needs of people with specific health conditions.