Constable Care

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 has 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.

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 told us they had deliberately remained a smaller service supporting people in the immediate local areas which had resulted in a person-centred community approach to care provision. One relative told us, “I really like that they are local. We can talk about local issues and its nice seeing people out and about.”

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.

Staff told us they felt supported to do their jobs well, that the provider and manager had an open-door policy and peoples care needs were paramount. One member of staff told us, “The provider and manager sometimes need encouragement to take a break because they care about people.” Another said, “The whole company makes for a lovely place to work, everyone that works there is good to work with, and kind, we all have the shared goal of doing our best for the service usersas we all genuinely care.”

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

Staff told us that they felt supported to speak up if they had concerns. One said, “I can just pop into the office any time and talk to the [provider] or [registered manager] if I have concerns.”

Another said, “The registered manager and provider are supportive if I have any concerns regarding our clients and take action to address these concerns.”

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 majority of care staff required flexible working hours, perhaps having caring responsibilities of their own or nearing retirement and wanting to reduce hours.

The provider worked with the whole team to ensure that where possible staff had the shift patterns that met their requirements, without impacting on continuity of care for people. Staff meeting minutes demonstrated that during national holidays, the provider gave clear expectations of the need to cover key days, whilst also ensuring that staff could take some time themselves to enjoy celebrations with their loved ones.

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.

The provider had undergone a quality check by the local authority quality team in January 2025 and found this area to require improvement. This assessment highlighted that some improvements were still needed around record keeping.

However, the provider was aware of this and had already planned an external person to do an audit of the service and improve governance systems.

The provider had recently invested in an electronic system for monitoring care provision as part of an expectation from local commissioners for providers not to be paper based. This had resulted in a significant outlay, but the provider was confident this would also strengthen processes.

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 and registered manager regularly spoke with social workers for people receiving care. Ensuring that information was shared well and where needed new assessments took place.

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 registered manager took immediate action to identify learning from the concerns we found around a restrictive practice and used that learning to reflect on other people the provider supported. This included how staff should be informed of changes and how to engage with wider learning with the local authority and best practice information available for people living in their own homes with dementia.