Tru Caring

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 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 had a shared vision, strategy and culture. The registered manager and senior staff promoted a positive and inclusive ethos. Senior management had a good oversight of the branch and there was evidence of genuine engagement with people and staff to promote improvements and listen to feedback. The service was a family run business with a personalised and person-centred ethos. The registered manager wanted to the service to be an active part of their local community. This was achieved by concentrating on providing care in their local vicinity, by staff with local knowledge. Internationally recruited staff encouraged to buy into this ethos, through training and support from locally based staff. This helped to promote a consistent approach in line with the provider’s values.

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 service had a clear management structure that focussed on utilising senior staff’s strengths and experience. The provider worked in a ‘hybrid’ approach, where systems and processes enabled senior staff to work remotely, whilst maintaining effective communication and oversight of care. This involved using electronic and telephone systems and operating a rota to ensure 1 member of senior staff was always present that the provider’s office. Senior staff were suitably qualified and experienced in their role. There were appropriate training and development programmes to develop senior staffs’ skills and knowledge.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt comfortable in speaking up and raising issues to senior staff. The provider had a whistleblowing policy in place and staff had received training in line with this policy. Leaders demonstrated open approach in their engagement with staff which helped to promote this open culture.

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 ensured they made reasonable adjustments to ensure staff experienced fair treatment and felt valued in their role. The registered manager demonstrated how they had adapted training, induction and supervision processes, to help internationally recruited staff settle when living and working in a new country.

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 completed audits of day-to-day care records using the electronic care planning system. This included analysing care call times, call durations and medicines administration. This helped to ensure that care was being carried out as planned. Senior staff were allocated portfolios of people’s care packages. They then oversaw the assessment, review and supervision of staff in relation to these individual’s care. This helped promote continuity and consistency as people had a designated senior staff member, who they could contact about their care.

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 effectively with key stakeholders, including commissioners, other providers and health professionals. For example, they worked with partners to ensure people’s care was adjusted appropriately when their needs changed. This helped to promote positive outcomes for people using the service.

The provider focused on continuous learning and improvement across the organisation. The registered manager and leadership team were analytical in their approach and were pro-active in looking for opportunities to make improvements to the service. The registered manager had considered how to maintain quality and oversight of care as service grows in size. They were developing processes around schedules of thematic audits and in key areas, which would help to identify wider trends, emerging issues and areas of where improvements were needed.