Respectful 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 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 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. 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 had created an environment where the staff team worked together to deliver quality care to individuals in their own homes. Staff spoke about their role in maintaining quality and gave examples of support they had given to colleagues to raise their performance and confidence in delivering care. A staff member told us, “They [the service] actively promotes a culture of openness, transparency and accountability.”

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 spoke highly of their experiences in the workplace and felt supported in their roles both professionally and personally. Staff gave examples of times when they had required flexibility in their roles due to life circumstances and reported feeling listened to and supported. People and relatives spoke highly of managers and office staff, giving examples of feeling listened to and supported.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People, their relatives and staff all told us they felt confident speaking up if needed. People reported it was easy to contact managers and office staff when required. Staff received training in how to speak up, including whistle-blowing and raising safeguarding concerns. Staff gave examples of reporting incidents and how these had been managed well. Staff gave examples of speaking to the manager about observations of care which fell below expectations and advised this was dealt with promptly.

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. All staff spoke positively about their experiences of working at Respectful Care. Staff told us they felt supported in their roles, they were able to develop their skills, and they were supported to overcome any difficulties they may be facing. The provider worked proactively to identify any issues of workforce well-being and staff were actively encouraged to provide feedback about their experiences of working for the organisation. No issues with equality, diversity or inclusion were identified during the inspection.

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 service was aware of its statutory duty to notify CQC of any relevant incidents and records evidenced this happened in line with expectations. The registered manager and office staff had clear roles and responsibilities in relation to governance and regular audits of care plans, daily notes, staff conduct and medicines administration took place. Where issues were identified, these were addressed quickly. The service actively sought feedback from people and relatives and worked proactively to manage issues where identified.

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. Professional feedback about the service was positive. A professional told us, “The service proactively asks questions and seeks advice.” Records evidenced that when required, the service created referrals for partner organisations and incorporated advice and actions from professionals into people’s care plans.

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. The management team had created an environment where people, their relatives and staff were able to voice their ideas and opinions of the service openly. The service actively sought feedback and looked for ways to improve care for people. For example, the service had identified families may benefit from some of the training staff had access to, such as dementia awareness. The service offered this training to families in their newsletter so those who felt they would benefit could access this.