The Padle Healthcare 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. This is the first inspection for this newly registered service. This key question 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 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. Staff comments reinforced this shared vision. One staff member said, “In my opinion Padle Healthcare treat their service users like a family member. They encourage us to build a good relationship with the clients so that they don't feel alone. The service encourages staff to maintain dignity and respect for clients and not being treated as just a customer, rather a part of the family. I would definitely promote and be happy to be supported by the service for my relatives.”

The service 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 regularly attended care calls to provide direct support to individuals and to supervise staff. This meant they were visible throughout the service and able to model the behaviours and standards they wanted to promote, in addition to being able to seek direct feedback from people.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt confident to speak up with any concerns they might have and felt they would be listened to.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff comments confirmed this, one staff member said, “I am treated with respect and equally like every other staff member.”

The service had clear responsibilities, roles, systems of accountability and good governance. The service had a range of audits in place, for example, medicines and care planning, to monitor quality and ensure best practice guidance was being followed. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. For example, with the local authority.

The service focused on continuous learning, innovation and improvement across the organisation. They encouraged ways of delivering equality of experience, outcome and quality of life for people. The service encouraged staff and people to speak up and share any ideas for improvement. A relative told us, “The communication with the service is very good, I can speak to the manager when and if I need to”. A staff member also commented, “We have regular staff meetings every month where we all learn, share concerns, questions and challenges.”