MSP Case Management 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

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

There was a clear and shared vision across the service which focused on people’s rights, inclusion and quality care. Staff understood the values of the service and how these supported people to live the life they chose.

The provider promoted a culture based on transparency, equality and respect. Staff were aware of these principles and applied them in their day to day work. Policies and procedures reflected these values and gave staff clear guidance on how to deliver safe and person-centred care. Staff understood their roles and responsibilities and how these contributed to positive outcomes for people.

Leaders shared the vision and goals of the service with staff and supported them to work towards these. Staff spoke positively about the culture and described a service where people’s needs were understood and respected. Relatives also described a service that reflected these values in practice. One relative said, "MSP [Case Management] are far more personable than the bigger companies. More of a personalised approach."

Leaders were visible, supportive and promoted an inclusive culture across the service. They understood the needs of people using the service and the context in which care was delivered. Staff described leaders as approachable, open and honest, which helped create a positive and supportive working environment.

Leaders had the skills and experience to provide effective oversight and guidance. They acted with integrity and supported staff to deliver care in line with the service’s values. Staff said they felt listened to and valued, and that leaders provided clear direction.

There was a focus on fairness and inclusion. Leaders supported staff to work flexibly where possible, particularly when personal circumstances affected their ability to work. This was managed alongside ensuring people’s needs continued to be met. Staff spoke positively about this and felt it showed they were valued as individuals.

Staff also described good levels of support and guidance from case managers. They said they were able to seek advice when needed and felt confident in the support available to them.

Relatives gave positive feedback about leadership and the impact this had on care. One relative said, "The case manager is always available what more can I ask?"

There was a positive and open culture where staff felt able to speak up. Staff told us they could raise concerns safely and felt confident that these would be listened to and acted on. This supported transparency and helped ensure issues were addressed promptly.

Leaders encouraged openness and created an environment where feedback was welcomed. Staff described being able to have honest discussions and felt supported when doing so. This helped promote a culture where learning and improvement were part of everyday practice.

There were systems in place to support staff to raise concerns such as a whistle blowing policy, surveys, being able to telephone senior staff for support and advice, supervisions, staff meetings and always being able to speak to the registered manager. Staff were aware of how to escalate issues and who to speak to. They told us they felt comfortable using these processes and that their views were taken seriously. The provider promoted reflection and continuous improvement. Feedback from staff was used to review practice and make changes where needed.

There was a clear commitment to equality, diversity and inclusion within the workforce. The provider promoted a fair and inclusive culture where staff felt respected and supported in their roles. Staff spoke positively about the environment and said they felt valued.

People and their relatives were involved in selecting staff who would support them. This helped ensure a good match between staff and the person, including understanding their preferences, communication needs and background.

The service recognised and respected diversity within both the staff team and the people receiving care. Practice reflected the individual needs of people and supported inclusion. Staff understood how to adapt their approach to meet these needs.

Equality and inclusion were promoted in day to day practice and the provider had clear policies to guide staff. Staff were supported to work in a way that respected differences and ensured people received fair access to care.

There were clear roles, responsibilities and systems of accountability in place to support good governance. Leaders used these systems to monitor quality, safety and performance. This helped ensure care remained effective and sustainable.

Information about risks, performance and outcomes was reviewed and used to inform decision making. Leaders acted on this information and shared it appropriately with professionals involved in people’s care.

Learning had taken place following two safeguarding incidents that had not been reported at the time. The provider had since taken action to report these and had strengthened governance systems. Additional monitoring and checks were introduced, which improved oversight and reduced the risk of this happening again.

There were multiple systems in place to monitor quality, including audits, feedback and review of care records. These provided leaders with information about people’s experiences and outcomes. Actions were taken where needed to improve care.

Risks were monitored and managed with clear oversight from the registered manager and nominated individual. Leaders demonstrated a good understanding of their regulatory responsibilities and worked together effectively. Communication between leaders was open and supported consistent management of the service.

There was a highly effective approach to partnership working which supported positive outcomes for people. The provider understood the importance of collaboration and actively worked with partners to improve care. This included working with health services, therapists, education providers and community organisations. These relationships supported coordinated care and helped people access the support they needed.

Information was shared openly and in a timely way, which helped ensure care was consistent and responsive across services. One professional told us, “We have a close working relationship with MSP [Case Management]. I have found them to be collaborative with aligned values on client care and service topics. They have committed time to peer discussions. They are very responsive to communication and provide clear and concise responses to requests.”

Communication with partners was clear and focused on improving outcomes. Staff shared learning and information to support ongoing development and ensure care remained aligned with best practice.

There were clear examples of how partnership working benefited people. For example, joint working with professionals supported access to specialist input, equipment and therapies, which improved health, independence and quality of life. A professional said, “I would like to share a positive experience that I have had with 1 of the support workers. They have played a key role in facilitating the person’s progress toward their physiotherapy goals, demonstrating consistency, encouragement, and a proactive approach to their care. By closely following the recommended home exercise programme, they have helped create a structured, fun, and supportive environment that promotes regular practice of the recommended exercises, stretches, and skill development.”

Other professionals also spoke positively about their experiences of working with the service. One professional said, "I find the case managers friendly, approachable, and professional. The meetings are planned ahead of time, meeting minutes always provided. The MDT meetings run smoothly. Minutes are always provided in a timely manner. The case manager coordinates clients care well and is always available to talk to via email or a phone call which is reassuring. The case manager will always inform the team when they have planned leave. A high quality of care, from professionals that care about [people] and colleagues."

There was a strong focus on continuous learning, improvement and innovation across the service. Leaders encouraged staff to develop new approaches to care to improve people’s experiences, outcomes and quality of life. They took time to learn about new approaches and best practice.

Staff were supported to develop their skills and knowledge. This included opportunities to access further training, develop qualifications and review their career progression. Bespoke training was provided to meet the complex needs of people, including clinical training delivered by a qualified nurse. This ensured staff had the skills needed to provide safe and effective care.

The provider encouraged new ideas and ways of working. Staff worked with professionals involved in people’s care to test and embed different approaches that supported better outcomes. This included adapting care based on learning and sharing good practice across teams.

Staff were open to trying new equipment and learning about new technologies that would support people’s needs, which supported improvements in posture, mobility and overall wellbeing. They introduced communication technology and alternative methods of interaction which improved people’s ability to express themselves and be involved in decisions. Support was also adapted to meet people's personal development needs, including supporting people to explore their gender individuality in a safe and respectful way.