Delore Care Woking

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. The provider was in breach of legal regulations relating to governance. 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. The provider was no longer in breach of legal regulations.

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 and culture which was based on equality and human rights, diversity and inclusion, and understanding people’s needs.

Staff told us team meetings were used to ensure they had the skills they needed to provide safe, compassionate care, and to reiterate the provider’s values. One member of staff said, ‘Team meetings are used to improve and expand our knowledge, skills and professional competence, to ensure compliance with current regulations and improvethequality of care we provide, and to remind us of the company values.’

Relatives told us managers and staff communicated with them well and said they could discuss their family members’ care when they needed to. One relative told us, “They are very good at communication, both the managers and the carers.” Another relative said, “The office is easy to contact if I need to discuss any changes.”

The provider had inclusive leaders who understood the context in which they delivered care and embodied the culture and values of the organisation. Leaders had the skills, knowledge and experience to lead effectively. They did so with integrity, openness and honesty.

The provider understood their responsibilities under the duty of candour, which is a legal requirement for health and social care providers to be open and transparent when things go wrong.

The management team led by example in their engagement with people who used the service, their relatives, other professionals, and staff. One person told us, “The manager contacts me to ask how I am and is so polite.” Relatives said managers and staff were approachable and professional. One relative told us, “The carers and managers are professional and easy to talk to.”

Staff told us the management team were supportive and that they received regular supervision, which provided opportunities to discuss their professional development and any concerns they had.

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

Relatives said the provider proactively sought their feedback about their family members’ care and took their views into account. One relatives told us, “The office contacts me for feedback on [family member’s] care and if anything can be improved.”

Staff told us they felt able to speak up if they had suggestions or concerns, and said managers responded appropriately if they did this. One member of staff told us, ‘We are encouraged to speak up. Managers listen and resolve any 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 PIR gave examples of how the provider promoted diversity in the workforce and celebrated different cultures. The PIR stated, ‘We encourage people from different ethnic backgrounds, religions and beliefs to help in planning for every religious festival or cultural anniversaries. The team join in to celebrate different festive periods. This in turn helps us to provide support for a wider range of people as they can identify with workers in our team if they are from the same or similar ethnic background.’

The management team had clear individual responsibilities and roles and used these to manage and deliver good quality care and support. They acted on the best information about risk and performance, and shared this securely with others when appropriate.

The provider’s quality monitoring and governance systems helped ensure people received a safe, reliable service. The provider used an electronic call monitoring (ECM) system which enabled them to monitor call completion in real time and take action if necessary, such as reorganising the rota if a member of staff was delayed at an earlier call.

The management team carried out weekly audits of call times to ensure people’s planned care needs were being met, and monthly audits of people’s care plans to ensure these were accurate and up to date.

The provider sought feedback from people who used the service, their relatives, and staff through surveys. People who used the service were asked for their views about their care at spot checks carried out by the management team.

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.

Professionals who worked with the service told us the management team liaised well with them to ensure care was effectively delivered and monitored. A professional reported, ‘I continue to find the management to be responsive and pleasant to deal with. They are keen to work more with us and always complete their KPIs [key performance indicators] on time each month.’

The professional said the information submitted by the provider each month included the number of calls provided, any missed calls, staffing levels, safeguarding enquiries, and complaints, and that this information enabled effective oversight of service provision.

The PIR outlined the benefits of the provider being a member of the local care providers’ association, stating, ‘Being a part of Surrey Care Association, we receive updates on regulations, new directions that the local authority is going in, and we can share our concerns. We also get different speakers per time who educate and update us on different issues and topics of interest.’

The provider focused on learning and improvement across the organisation. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

The PIR outlined the ways in which the provider sought to bring about improvement through learning, stating, ‘We have looked for more ways to include learning in all of our activities. Our explored avenues include team meetings, dedicated training sessions, case studies, and upskilling monthly meetings where carers are given a particular topic to discuss and share ideas. This this helps them to understand their role.’