Promised Care Limited

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. 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.

People told us they felt the provider and registered manager promoted an inclusive and supportive culture. They said the service was well run and that the registered manager was committed to providing personalised care and regularly checked on how things were going. A person told us, “[Registered manager] is very good… she comes to check what [a member of staff] is doing.” People were encouraged to speak up if they had concerns or suggestions to improve their care.

People and their relatives described the registered manager as honest, approachable, and open to ideas to improve the service.

Staff said they enjoyed their roles, felt well supported, and spoke positively about the management and leadership.

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.

People told us the registered manager was caring and supported staff to ensure they received good care. They said the registered manager visited them and kept them informed about improvements made from their feedback. Staff told us they trusted the registered manager to resolve their concerns. They said this helped them be open and get the support they needed to improve their work.

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

People told us the registered manager encouraged them to speak up about any issues with care. Staff knew how to report concerns to the registered manager or external agencies to keep people safe.

The provider knew they had to be open and honest when things went wrong. Staff said mistakes were handled fairly and without fear of punishment. Handovers and daily catch-ups were used to learn from issues and reduce the risk of them happening again. Staff felt their views were listened to and used to make improvements.

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, manager, and staff understood their responsibility to promote an inclusive, fair, and non-discriminatory culture. Staff received equality and diversity training and said the registered manager encouraged good relationships and treated everyone fairly. They felt the organisation was transparent and fair.

The provider did not always have clear responsibilities, roles, systems of accountability and good governance. The provider did not have effective governance structures in place. A few staff were introduced during the assessment, but their responsibilities were unclear, and it was not obvious how they contributed to people’s care. While people were happy with the care, this raised concerns about governance, management, and sustainability, which could affect the provider’s ability to meet regulatory requirements. The service currently supported one person and had not yet completed full quality checks, as it had been running for three months at the time of assessment.

The registered manager knew what was required to support the person. People said the manager and staff were friendly, approachable, and understood people’s needs, culture, and language.

The registered manager knew how to report significant events to CQC and safeguarding teams and used governance systems to run the service smoothly and maintain business continuity. Staff had up-to-date policies and guidance and were supported to deliver care safely. The registered manager was also committed to working with local communities and helping people access health and social care services.

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 registered manager knew when to work with other agencies and health and social care professionals to make sure people got the support they needed. They said they would use their local links to help people move between services and take part in community activities to live fulfilling lives.

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.

Although the service had recently started providing care to people, people experienced better health and wellbeing because the provider encouraged continuous learning. Staff spoke positively about the registered manager’s leadership and said they were encouraged to be open about incidents so the service could improve. The registered manager was active in the local community, sharing knowledge and expertise in health and social care, which staff and people said helped improve outcomes.