Clover Healthcare

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.

This is the first assessment for this service. This key question has been rated good

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 that promoted transparency, openness and a strong focus on delivering high quality, person-centred care. Staff spoke positively about the culture within the service, describing it as open, supportive and inclusive. They told us they felt able to raise concerns, share ideas and contribute to improvements without fear of negative consequences.

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 arrangements to meet staff in ways that helped them feel comfortable and able to talk openly, including occasionally holding meetings in alternative venues to create a more relaxed and supportive environment while still maintaining confidentiality. Staff said this approach helped build trust, encouraged honest discussion and strengthened team relationships. One staff member said, “[the culture is] open and supportive, striving to provide good quality care.”

Overall, the culture within the service supported transparency, continuous learning and shared responsibility. Staff felt listened to and valued, and leaders promoted a positive environment that aligned with the service’s values and supported good outcomes for people.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support, and who embodied the values of the service. There had been a recent change in management, and the new registered manager had quickly settled into the role. Staff told us the registered manager had fitted in well, was approachable, knowledgeable, and brought a positive and supportive presence to the service.

The registered manager had already identified areas they wished to improve and spoke confidently about the changes they planned to make. This showed a proactive and reflective approach to leadership, focused on strengthening governance, documentation and overall service quality.

Staff told us they felt comfortable approaching the registered manager and valued their openness and accessibility. They described them as someone who listened, acted on concerns and supported staff to deliver person-centred care. One staff member said, “[They] are approachable and supportive and encourages open communication. They listen to staff concerns and promotes teamwork so we can provide good quality care.” This contributed to a culture where staff felt empowered and able to seek guidance when needed.

The registered manager also demonstrated a commitment to maintaining up to date knowledge of best practice. They told us they kept themselves informed by reading relevant literature and national guidance, as well as through updates provided by a policy and compliance system when significant changes occurred. This helped ensure that the service continued to work in line with current standards and sector expectations.

Overall, leadership within the service was effective, compassionate and inclusive. Staff felt supported, valued and well led, and people benefited from a management team focused on continuous improvement and high-quality care.

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

Staff told us they felt confident raising issues and were reassured that leaders would listen, respond promptly and act where necessary. One staff member told us about raising concerns regarding the limited number of driver staff when the service began to expand. They felt their concern was acknowledged quickly and that effective action was taken to address the issue. This helped build trust and demonstrated that the service promoted openness and encouraged staff to share their views without fear of negative consequences.

While satisfaction surveys had not been used effectively under the previous manager, the registered manager had clear plans to reintroduce these and ensure the results were thoroughly analysed. They intended to use the findings to identify learning, gather themes and support continuous improvement. This approach will help ensure people and staff have meaningful opportunities to express their views and influence how the service develops.

Overall, the service demonstrated the characteristics of a good speaking up culture, where staff felt valued, respected and able to contribute to improving the quality and safety of care.up culture, where staff felt valued, respected and able to contribute to improving the quality and safety of care.

The provider valued diversity within the workforce and worked towards an inclusive and fair culture where staff were treated equitably. Leaders took steps to understand and support individual staff needs, and staff told us they felt respected and able to discuss any personal circumstances that might impact their work.

The registered manager gave an example of supporting a staff member with a medical issue. Reasonable adjustments were put in place to enable the staff member to continue working safely and comfortably. This demonstrated a proactive approach to equality, ensuring staff were supported in ways that met their individual needs and promoted their wellbeing.

Staff described the service as inclusive and said they felt able to raise concerns or request support without fear of negative consequences. They told us leaders were approachable and acted sensitively when staff required flexibility or adjustments. One staff member said, “I’m treated with respect and professionalism. The manager is approachable and supportive, and communication is generally open.”

Overall, the provider demonstrated a positive commitment to equality, diversity and inclusion. Staff felt valued and supported, and leaders took appropriate action to ensure the workplace was fair, responsive and inclusive for everyone.

The provider had clear responsibilities, roles and systems of accountability that supported the delivery of good quality, sustainable care. Governance arrangements were effective overall and helped leaders monitor performance, identify concerns and implement improvements. There was a good range of audits in place, covering key areas of practice and compliance. These helped the registered manager maintain oversight of the service and ensure standards were being met. The registered manager also had a lesson learnt log and an action plan, and we saw that they had already identified some of the issues found during this assessment. This demonstrated proactive leadership and a commitment to continuous improvement.

Where issues had not been identified through existing governance systems, the registered manager was responsive to feedback. They acknowledged the concerns raised and took steps to address them promptly. This showed openness, accountability and an ability to adapt systems when needed.

Overall, governance processes were well established and effective. Leaders had good oversight of the service, acted on information appropriately and demonstrated a commitment to learning and improvement to support the safe and consistent delivery of care.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. Staff and leaders engaged well with external organisations, and there were no concerns identified in relation to partnership working.

The service worked effectively with local authority commissioners, who had confidence in its systems, governance and ability to deliver safe, person-centred care. Staff also collaborated well with relatives and health professionals involved in people’s support. They shared information appropriately, responded promptly when people's needs changed and ensured care remained coordinated.

There were no issues identified relating to how staff or leaders worked with community partners or external agencies. The service demonstrated a consistent and integrated approach that supported good outcomes for people.

Overall, people benefited from a service that worked well with others, communicated effectively and contributed positively to the wider care system.

The provider focused on continuous learning, improvement and innovation across the service. Leaders encouraged a culture where staff were supported to reflect on their practice, share learning and contribute to improvements. Systems were in place to help the service identify what was working well and where further development was needed.

The registered manager had implemented a lessons learnt process and maintained an action plan that captured areas for improvement. Some of the issues identified during this assessment had already been recognised by the manager, demonstrating proactive oversight and a commitment to strengthening practice. Where issues had not been identified through internal processes, leaders were open to feedback and acted promptly to address concerns.

Staff told us they were encouraged to share ideas, discuss challenges and explore different ways of delivering personalised care. The service demonstrated a willingness to adapt when needed and to take on board both staff and external feedback to support better outcomes for people.

Overall, the service showed leaders promoted a forward-looking approach focused on learning, innovation and continuous improvement, helping ensure the service remained safe, effective and responsive to people’s needs.