Paradise Hope Ltd

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. Peoples’, relatives’ and staffs’ overall feedback assured us at its heart the service had an embedded positive culture. All said they were happy with the service they received and working for it. They all said they would recommend the service it to others.

Staff felt able to raise concerns, share ideas and contribute to improvements without fear of reprisal. The registered manager told us they fostered an open culture through regular supervision, team meetings and day-to-day visibility within the service. They described how they made time to meet staff and, in ways that helped them feel comfortable and able to talk openly and confidentially. Staff said this approach had led to relationships of trust being developed and strengthened their relationships with one another.

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 demonstrated a proactive approach to leadership, focusing on the provision of quality care considering and respecting the views of everyone who came into contact with the service.

Staff told us they felt comfortable approaching the registered manager and held them in high regard. All described them as someone who was always available to them and acted in a professional and respectful manner. One staff member said, “The managers are always there if you need them. They support us so we can give people good care and are open to progression within the service”. Another staff member said, “The manager saw I could work towards being a senior carer and they offered additional support and training to help me. I am now a senior carer."

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

Staff said they were well supported and encouraged to share any concerns and make suggestions during staff meetings, handovers, and during supervisions and appraisals. They added the registered manager had an ‘open-door policy’ and made themselves continually available if they needed to contact them or another member of the management team. One staff member told us, “I can approach them any time. When I have done they listen to me.”

Staff confirmed they had been trained in and how to ‘whistleblow’ and had access to the providers accompanying policy. They knew which key organisations they could contact to raise concerns if they felt managers were not taking concerns seriously enough.”

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 demonstrated a positive commitment to fairness, and inclusion. The registered manager had fostered an equitable and inclusive work force. They told us they recognised the importance of staffs’ personal lives and, the impact on carrying out their role this may have on them, and adjusted for example, their shift patterns. All staff we spoke with told us they felt valued and supported.

The registered manager knew of their responsibilities and accountability to support the delivery of good quality care.

There were effective quality assurance processes in place including a good range of audits covering key areas to maintain oversight of the service. Robust communication arrangements were well established for sharing and recording information between managers and staff. These arrangements supported the sustainability of the service to maintain adequate oversight and ensure good standards.

However, we did identify one notifiable incident had not been reported to CQC as required. This was subsequently reported to CQC during the assessment. The incident had been reported to the local authority safeguarding team as required and we found no evidence people were placed at risk of harm. The registered manager accepted full responsibility for this omission and set about introducing an additional process within their auditing process to reduce the risk of any future notifiable incidents not being reported.

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. Leaders and staff worked collaboratively with external organisations. They told us they were overall satisfied with the systems and governance in place, and were confident safe care was being delivered.

Staff understood the importance of collaboration with others who were important to people. They shared information appropriately with them, to ensure care remained coordinated.

The registered manager focused on equality of experience, outcomes and quality of life for people and had embedded a positive culture at the service. All the comments we received from people, relatives and staff indicated there was freedom to share their views any time, safe in the knowledge they would be listened to and respected.

Staff were provided with ongoing refresher training which contributed to the continuous delivery of safe quality care. Staff were positive in their feedback about managers. They told us they were afforded enough time to complete training and were shadowed by experienced staff until they were assessed as competent to undertake their role independently.

Overall, we were satisfied with the registered manager’s approach to learning and improvement. They took seriously and responded appropriately where any required or suggested improvement was made. This was particularly noted following people’s feedback, other stakeholders involvement with the service and CQC requirements.