6 Celtic Farm Road Also known as Rainham Library

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

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 Good. At this assessment the rating has remained the same. 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. 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.

There were policies and procedures in place to ensure effective communication in these areas. The provider had implemented clear systems to empower staff, enabling them to offer comprehensive support to individuals and help them lead fulfilling lives. These measures collectively contributed to a positive and inclusive environment within the service.

Both staff members and those receiving support expressed that they felt respected and included in all aspects of care. This feedback highlights the provider’s success in promoting dignity, inclusion, and a sense of belonging within the service. The open and supportive atmosphere contributed significantly to positive experiences for everyone involved.

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 genuine passion and unwavering commitment to the company's ethos, vision, and values. Their actions and attitude consistently reflected the principles and standards upheld by the organisation, and fostering a positive workplace culture.

Staff spoke very positively about the management team. A staff member told us, , “I do feel supported in my role, especially by my line manager. She is professional, approachable, and always willing to help, even though she is often very busy. She provides clear guidance, listens to my concerns, and is an excellent leader and trainer. My colleagues are also supportive, and we work well as a team.”

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

People and their family members spoke positively about the provider. One person told us, “I find that the staff and manager is open for feedback. This includes good and negative feedback too. They always listen and take actions to help improve things when they do not go so well.” A relative said, I found the service to be very good, and they always act when needed. I have used other care agencies in the past, which are not at the same level of quality that Crystallise Care is. They are very good”.

Staff demonstrated a clear understanding of the provider's whistleblowing policy and were confident in their ability to follow the correct procedures should the need arise. They were aware of whom to approach within the organisation and understood the steps required to report concerns confidentially and responsibly. This ensured that staff felt empowered to speak up about any issues, promoting a culture of transparency and safeguarding within the workplace.

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.

Staff told us that they felt fully supported by the management team both in their professional roles and when addressing personal matters. They had the opportunities to express their views through various forums, ensuring that employees have an active voice in shaping the direction of the company.

The management team demonstrated a robust commitment to adopting an inclusive and respectful workplace environment.

As part of the staff induction program, new employees received a handbook with important information about their roles, including key processes, policies, and procedures. This handbook was a useful guide, helping staff understand what was expected of them and how things were done in the organisation.

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 operated robust systems to oversee and enhance the quality of the service. This included a comprehensive schedule of regular audits to review care plans, ensuring that they remained up to date and accurately reflected each individual's needs and preferences. In addition, there were systematic checks on the management and administration of people's medicines, with clear protocols in place to monitor storage, documentation, and timely administration.

The provider also closely monitored care visits, verifying that they took place within the agreed times and according to the care plans, in order to promote consistency and reliability in service delivery.

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 service actively engaged in sharing information and learning with its partners. By fostering open communication and joint learning. For example, one person told us that after they suggested alternative ways in which they wished staff to support them, the manager responded by updating the team on these changes and sharing the revised care plan.

External professionals conducted quality checks on the service, and their findings indicated that positive improvements had been implemented to improve the service.

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 management team had systems in place to ensure they learnt from incidents and used learning to improve their service. Any discrepancies or issues identified through audits or monitoring were promptly addressed, and actions were recorded and followed up to ensure continual improvement.

The service responded proactively to past incidents by making notable improvements to their operations. They demonstrated a commitment to ongoing development by introducing new systems. For example, the provider introduced a more effective system that monitors any missed or delayed care visits and notifies the office if a staff member has not reached a person’s home within the scheduled timeframe.

Whenever incidents took place, the registered manager made certain that any lessons learned were communicated to staff members as well as to the provider’s other services.