ICare GB Limited - Derby Care Office

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 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 64 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff felt the service was managed well and they found the manager and provider to be open and transparent. Staff felt supported in their roles. We found the manager was developing the service and they were open to our feedback.

Processes required embedding to demonstrate sustained good practice in respect of care planning and people’s visit times There were processes in place to create a positive culture. People were receiving regular reviews of their care and staff were having regular supervisions and competency checks.

At the time of our assessment, there had been recent changes in the management team. Staff spoke positively about this, a staff member told us, “Things are on the up, there have been improvements”. And another staff member told us, “The new management team are good, very approachable and they listen”.

The new manager demonstrated a good understanding of the issues and priorities for the service and had made significant progress to an action plan which was in place to drive improvements.

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

The provider had systems in place to provide staff with opportunities to raise concerns and people had regular opportunities to feedback their experience of the care provided.

We found the manager understood their responsibilities under the duty of candour and evidenced their learning reflections when incidents and accidents had occurred. Staff told us they knew how to raise any concerns and were confident the management would listen to them and respond.

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 felt valued and confident working at the service. The manager told us how they promoted staff inclusion. Staff told us they worked in a supportive team and that staff morale was good.

The provider had not always had clear systems of good governance. We found not everyone who used the service had a care plan in place and we found instances where people had received visits at different times each day which impacted them as they did not know when their carer would arrive.

The new manager had identified this and had a detailed action plan in place to address these concerns. We reviewed the actions that had been taken and found progress was being made to drive forward improvements.

Staff worked with external professionals to reduce the risks they had identified. For example, we found when a person's appetite had decreased, staff had referred the person to a dietitian for advice. We also found staff had signposted people to community groups where it had been identified they could provide additional support to them.

The provider had not always had not always focused on identifying improvements at the service as they had not had effective systems in place to ensure all people using the service had a care plan in place and received their visits in a timely manner.

The manager shared the outcomes of their audits with the staff. For example, the manager had identified improvements were required with staff communication. We could see this had been actioned and various communication systems had been introduced. These included an increase in staff meetings and systems to ensure communication within the office was improved and actioned.