Profad Care Agency 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 we rated this key question requires improvement. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

Previously, the provider's quality assurance systems and processes were not as effective as they needed to be and they were in breach of legal regulations. At this assessment, evidence was found that the service was no longer in breach of legal regulations in relation to the governance of the service.

Quality assurance systems and processes were now effective. Staff and leaders had been provided with appropriate training to be effective in their roles. People, relatives and staff all felt listened to by the service. Leaders had a clear vision about the type of care service they wanted people to receive. There were policies and procedures in place to support workforce equality, diversity and inclusion. There was evidence of the provider liaising with health professionals to ensure safe care and treatment for people.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service 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, relatives and staff all felt listened to. One staff said, “I can confirm there have been positive changes in our branch”. Leaders had a clear vision about the type of care service they wanted people to receive. They aimed to share that vision with the staff team through meetings and in routine communications with staff.

Leaders were visible within the service and led by example. The service understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Statutory notifications were submitted in line with their regulatory responsibilities. The service benefited from having a strong leadership team and staff benefited from having access to more senior and experienced colleagues should they need assistance; this included out of hours support.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt able to raise anything that concerned them and that managers were, “Always willing to listen to feedback and concerns”. Where feedback was sought, this was considered for any lessons to be learnt and action taken to prevent recurrences. Staff members knew the relevant policies and procedures which directed their work, including safeguarding and whistleblowing. There was sufficient training available, to enable staff to understand their duty of care to the people they cared for.

Leaders valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff confirmed, “The diverse work environment we have, with colleagues from various countries and backgrounds, is a definite positive”.

Leaders had clear responsibilities and roles. They were continuing to develop 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 securely with others when appropriate. We noted some areas were being further developed and leaders were eager to continue to drive improvement. Staff confirmed, leaders, “Are consistently supportive and responsive, which contributes significantly to a positive work environment”.

The service 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. We saw evidence that the leadership team engaged with other services, including healthcare professionals to ensure a collaborative approach was taken in relation to people’s care needs.

The service 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 sought feedback from key people. For example, people, staff and relatives. This was analysed, and actions were taken to learn from this. One staff shared the improvements they had noted, “Leaders now provide better guidance and ensure that I feel confident and well-supported in my role, creating a positive working environment”.