Purple Care TM

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

The provider had a clear vision and values and had developed an open and honest culture. Staff were positive about working for the service and felt well supported and valued by the management team. Overall, relatives were positive about the service their loved one received. External professionals were consistently positive and very complementary about the service, including the provider’s vision, values, communication and partnership working. The provider had systems and processes that assessed, monitored and mitigated risks and reviewed quality. Some of these governance systems required improvements and or further time, to fully embed and be sustained. The multi-disciplinary approach with external professionals and the appointment of a behavioural specialist by the provider, supported staff to provide personalised care and support.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff were positive about working for the provider. They clearly demonstrated an understanding of the provider’s vision and values and upheld these. Staff told us support and communication was good within the service. A staff member said, “I really like working here it, I’m treated well and equally which is good. We are all happy. The management team are approachable, very supportive. Staff morale is good."

The provider had developed an open and positive culture and had a clear vision and values for the service and staff followed these. The management and staff team were dedicated to providing personalised care and support to people, which celebrated people’s diversity and was inclusive for all.

The registered manager was qualified and experienced and was clearly passionate and driven to provide the best service they could. The registered manager said, “I believe by being open and honest, having clear communication and expectations and direction, and not asking staff to do something you as a leader wouldn't do is the best approach.” Staff were positive about the support they received. A staff member said, “Our manager is truly exceptional. They lead with a perfect balance of professionalism and approachability, creating an environment where everyone feels valued and supported. Their ability to listen, provide guidance, and encourage growth makes a significant impact on our team’s success. They are always available to offer advice or solve problems, yet they trust us to take ownership of our work, which fosters both confidence and teamwork. We are fortunate to have such a dedicated and thoughtful manager."

The provider had clear visions and values for the service and staff were aware of these and followed them. Both the provider and registered manager had a good understanding of people’s needs and had developed positive and professional relationships with external professionals. The provider was further developing the management team, and the addition of a behavioural specialist was a positive development. Staff received opportunities to progress and develop within the service, an example of this was how some staff had completed the level 5 (management) diploma in health and social care.

Staff were aware of the provider’s whistleblowing policy and procedures to report poor practice. Staff felt confident to report any concerns and felt they would be listened to, and actions taken. A staff member said, “I’m aware of how to report any concerns to the management team and I feel confident to do this."

The provider had systems and processes in place for staff to report any concerns of poor staff practice. This included a whistleblowing and a freedom to speak up policy and procedure. Staff were also enabled to share any concerns via staff supervision meetings.

The service benefited from a diverse workforce, which promoted equality and diversity. People had the opportunity to be supported by staff from similar cultural backgrounds. Staff were positive about working for the provider and was complementary about the management and leadership of the registered manager. Staff confirmed the management team were fair, treated them equally and they had not experienced any form of discrimination. Some staff choose to work long shifts and others shorter, they confirmed their working pattern was their choice. A staff member said, “The management team are all really good and treat staff well. I work 12 hours, 6 days a week and it’s my choice to work this.” The registered manager told us they had a diverse staff team and how they considered and supported staff’s cultural differences.

Staff were protected and respected by the provider. The provider had policies and procedures that protected staff’s human rights and working conditions. This included a Flexible Working policy. Staff could also opt out of the working directorate. The staff rota considered staff’s shift / work pattern preferences.

Staff were clear about their roles and responsibilities and were accountable for their work. Staff gave examples of their duties in addition to providing care, people were supported with managing their tenancy and environment. Staff told us the service ran well.

The provider had systems and processes that monitored quality and safety. The provider worked well with the registered manager and whilst they had ongoing oversight and were involved in the running and development of the service, governance procedures needed to be strengthened. The provider recognised this and had increased the management team, this included a new administrator post; a staff member had recently completed their level 5 in management and wished to progress. A behavioural specialist had been working with the service in a consultancy capacity and had recently been appointed on a full-time permanent position. The management team were in the process of reviewing their roles and responsibilities to strengthen oversight and to develop more formal monitoring procedures. The management team had identified areas that required improving and had plans and actions for these. This included working with the local authority in making improvements to incident analysis. Where we identified some shortfalls in record keeping, including the audit process of medicines, no person had come to harm and the registered manager took immediate actions. During this inspection, the management team were found to be open, honest and responsive, they clearly demonstrated a commitment and enthusiasm to provide the best care they could. Following the onsite visit the registered manager forwarded evidence of actions taken to make improvements to feedback and discussions during the inspection site visit. We were satisfied with actions taken; however, further time was required for these improvements to become fully embedded and sustained.

Staff worked closely with external health and social care professionals to ensure people’s individual care and support needs were fully known, understood and met by staff. Relatives confirmed how staff worked with external professionals and were positive about this.

Staff confirmed how they worked with external professionals and how this was supportive in enabling them to meet people’s individual needs. A staff member said, “We work with lots of professionals, there is excellent MDT working (multi-disciplinary working."

Feedback from external professionals were consistently positive about partnership working and collaboration. A professional said, "I have had the pleasure of working with Purple Care for over two years and can confidently say they stand out as one of the few care providers truly skilled in managing individuals with complex needs."

The provider had systems and processes that supported partnership working. This included the sharing of information, face to face meetings and additional training opportunities provided to staff by external professionals. The management team also attended online forums, were aware of best practice guidance, including CQC Right support, right care, right culture that we expect services for people with a learning disability and or autistic people to adhere to.

Overall, staff were positive about opportunities of learning and improvement. However, staff including the registered manager, told us current learning, improvements and innovation were largely informal discussions and this needed to become more formal.

The provider had an ongoing improvement plan. The management team acknowledged learning, and improvements were required in some areas identified during this inspection around governance. The management team showed a commitment to continually develop and improve the service and immediately took actions in response to feedback we gave as part of this inspection.