High Standard 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.

At our last assessment this key question was not rated. At this assessment the key question rating 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.

The registered manager promoted an open culture at the service. The provider shared their vision of the service with staff at team meetings and within the staff handbook and mission statement that all staff were given.

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.

The registered manager and nominated individual ensured that staff were supported, and they were accessible to people. One person told us, “They call and check on everything. So far, I have no concerns. I think they’re on top of it.” Staff received supervision and appraisal and attended team meetings. Training was delivered to meet people’s needs and to promote the individual progress of staff.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistle-blowing policy, which staff received and understood. This meant that staff knew the actions they should take should their concerns regarding people’s care and support were not listened to and acted upon.

The provider gathered the views of staff in team meetings and supervision meetings. Staff also shared their views through surveys. The provider used this information to improve care and support for people and to promote staff development.

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 registered manager and nominated individual expressed their commitment to developing a diverse workforce capable of reflecting the characteristics of the people they supported. The service deployed a number of bi-lingual staff to support the cultural needs of the people they supported. This meant staff could speak the preferred language of people they supported.

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 quality of care and support people received was monitored by the registered manager. Checks were undertaken of care records, staff files, policies and training. Where shortfalls were identified, action plans were developed to address them.

The provider maintained communication with people and their relatives and sought feedback on the care and support they received. This information was used to personalise and improve the support people received. One person told us, “They’re very good with me so I can recommend them.”

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 service worked in partnership with people, their relatives, healthcare professionals and other providers. The leadership was involved in activities within the local community. For example, they participated in cultural and faith groups. This enabled them to identify and meet people’s specific cultural needs.

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.

The management team attended local authority forums at which good practice and legislative changes were discussed. To develop their own skills and knowledge both the registered manager and nominated individual were undertaking courses leading to further qualifications in health and social care.

The provider was exploring ways to improve the service. One of the areas being actively researched was an electronic rota system, which the provider planned to introduce as the service expanded. We will review the impact of this system at our next assessment.