Revelation Social Care Ltd

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

A new management structure was in place with clearly defined roles and responsibilities. The management team had worked hard to make improvements across the service following their last inspection. A range of audits and checks had been implemented to monitor all areas of the service. Managers continued to spend time reevaluating the service and implementing changes to further improve the experiences of people and staff. Policies and procedures had been reviewed and updated reflecting good practice guidance or relevant legislation. Systems were in place for staff, people, and other stakeholders to share their views and experiences about the service helping to evaluate and improve the service further. People and staff spoke positively about the management of the service. One member of staff described managers as supportive and approachable. People said managers were focused on delivering good care. One person told us, “I know the office staff well and they know me. They are always asking if I am happy with the service and if I have any suggestions for making things easier for me or the staff.”

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.

Managers demonstrated a positive and compassionate value base. Managers said they worked closely with people and their families helping to achieve their goals as well as establishing trust and understanding between them. Staff felt they were informed of the organisations vision, values and goals. The service had introduced an employee of the month recognition scheme. Staff could nominate colleagues for the award. We were told the culture of the company had improved.

The aims and objective of the organisation were outlined in the Statement of Purpose and Service User Guide, provided to people. The staff handbook also outlined the organisations responsibilities and expectations in supporting a diverse work force. Policies and procedures and staff training were available to guide staff in equality, diversity and human rights, helping to promote good compassionate care.

Managers said the new management structure was working well with clear roles and responsibilities and delegated tasks to address the areas of improvement needed. Staff told us the registered manager was fair and approachable. Staff comments included, “Yes, she’s very good. We can ask questions.” Staff meetings were held regularly and were both face to face and on-line. Staff felt confident to raise any issues in these forums.

The management team were working well together with clearly defined roles and responsibilities. Managers had introduced a range of formal and informal systems to help involve and inform people and staff. These included the review of policies and procedures, staff development opportunities, review, newsletters and surveys. Records had also been enhanced with the implementation of the electronic systems providing better oversight of the service. A service user guide and staff handbook were provided to people and staff outlining the organisational values and what they could expect from the service or as part of their employment.

Staff felt confident in raising any concerns they might have in the workplace or with regards to the people they supported.

A range of opportunities were able to promote and support staff in sharing information and ideas. Staff were provided with a comprehensive handbook, which included the 'freedom to speak up' policy. Further information to guide staff was also provided through the weekly newsletters that were distributed, reinforcing best practice. Staff also had opportunities to speak up through individual meetings or through the feedback surveys. Information received was reviewed as part of the monitoring completed by managers. These demonstrated any feedback received was listened and responded to, helping to identify areas of improvement.

Staff felt fully involved and included in the service. Staff were treated equally. Staff worked as a team and respected each other’s differences. They told us how they supported colleagues and covered so that staff could observe and celebrate festivals that were important to them, such as Eid and Christmas. Managers said whilst the current staff team was all female, they did not discourage applications from male applicants. Managers recognised their responsibility in relation to adhering to employment law, safe deployment of staff and safe working arrangements and consideration around cultural and religious needs.

Staff were provided with a copy of the handbook, which clearly outlined expectations of staff as well as their employment rights including support around staff well-being, mental health and flexible working arrangements. The service has an Equality, diversity, and inclusion policy in place. The aim of the policy is to ensure no job applicant or employee is discriminated against either directly or indirectly on any unlawful grounds. Information also outlines equal opportunities for staff and how their protected characteristics will be considered and respected. The provider had been granted a Sponsorship Licence, enabling them to appoint international staff. Manager felt this provided flexibility in the appointment of new staff as the service grows. Systems in place ensured staff complied with any visa requires, where necessary.

Managers had recognised improvements were needed within the service for business sustainability. Managers said they had worked closely with an external company to assess standards within the service and identify where improvements were required. Managers said they had been proactive in addressing the action plan in place and had learnt lot during this process. Staff were complimentary about the management of the service, although they did voice a few concerns about the small number of clients. Managers were confident that they now had the right resources in place to take on new packages of care and support. Rotas evidenced staff were available to accommodate any increase in care packages.

Management and governance systems had improved. Management meetings focused on developing their knowledge and understanding of their legal requirements so people experienced safe and effective care and support. A range of audits and checks to clearly evidence management and oversight of the service were being implemented and embedded. These systems had supported the improvement founds in the safe administration of prescribed medicines, accurate and complete care plans and risk assessments and robust recruitment, training, and development of staff. Managers had implemented a business plan reflecting on-going areas of improvement to enhance the service further. This included seeking the views of people, staff and stakeholders. Policies and procedures had been reviewed and updated reflecting relevant good practice guidance and current legislation.

People told us they were supported by a range of service. Any advice received was shared with staff so this too could be incorporated into their support plan providing continuity in care.

Managers recognised the need to work with multi agencies to support and develop the staff team in specific areas of care and support. This helps to provide safe and consistent care and support to people.

Managers were working hard to address shortfalls within the service so working relationships could be improved with the local authority and continuing health care team commissioning team. People’s records showed the service worked with other professionals. A healthcare professional involved in one person’s care said, “I am involved quickly and appropriately when needs change or if [person] is assessed as requiring specialist advice or intervention.”

The service had a business improvement plan to address previous concerns identified within the service, including how they were to develop working relationships with other agencies, helping to develop and grow the service. The assessment and care planning process involved working collaboratively with other agencies, so people received consistent and reliable care and support.

Managers acknowledged robust systems had not been in place to monitor and identify areas of improvement and learning. Managers said the new electronic systems enabled them to monitor service delivery. Managers were to complete a range of audits and checks, including visit logs, daily notes, incident reports, medication charts as well as assessments of competency. This enabled them to identify gaps within the service and areas of learning. Staff said they were consulted and could make suggestions about how they felt the service might be improved for the benefit of people. Staff we spoke with told us they considered the service had improved. One member of staff said, “Paperwork, training and communication, it’s all better. There’s been a huge improvement in the way it operates.”

Opportunities for learning and sharing were provided to help enhance and improve services for people. Governance systems were being embedded and used to inform the business improvement plan.