Executive Carers

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.

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 provider 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.

The provider and staff shared a positive culture which promoted openness and transparency and ensured people’s involvement in their care.

Staff we spoke with mirrored the management’s approach to supporting people and listening and acting on their concerns and wishes. One staff member told us, “There is care for the clients, the management call the clients and do follow ups, I find it positive, it allows the clients to know the management is there with them, or if they want to raise an issue.”

The provider had recently introduced a monthly performance-based bonus scheme, to provide encouragement and as a token of appreciation for staff. The provider’s initial review of the scheme from feedback showed improved staff morale, motivation and retention of staff.

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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 provider had clear roles in place for staff and staff were supported by the management team with a shared ethos to deliver effective care. One member of staff told us, “I am supported, whenever I am in doubt, I know they [Office staff] are a phone call away.”

The registered manager informed us of their involvement in people’s care and where they offered support and guidance to ensure people received effective support. One person told us, “Quite often the manager comes out and asks me how things are going.”

The management team encouraged and promoted staff champions in different areas, including dementia, mental capacity, autism awareness and learning disability. We reviewed the learning disability champion specification, which detailed the assigned member of staff was responsible for promoting best practice and an inclusive culture for people with learning disabilities. The document stated, “Ensure staff understand the importance of inclusion, communication and person-centred care for clients with learning disabilities.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff we spoke with confirmed they felt able to raise issues and any concerns were addressed accordingly. One staff member told us, “There is an open-door policy, if you have concerns you just go in, I feel able to raise concerns.” Another staff member told us, “I feel able to raise any concerns, they [Management] open that platform to us, to raise any concerns or grievance, I am still new so there is nothing yet to raise but the platform is there which means they are willing to listen.”

Staff confirmed they were able to make suggestions to improve the care people received. One member of staff told us, “We can make suggestions to make things better, you can always say what you think would work better, the office staff are not on the road, so we [Care staff] all contribute to tailor specific care for that client.”

The provider held regular team meetings with staff, which provided them with further structured opportunities to raise any concerns or issues they had.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff were supported in their roles by the management team and care staff. Staff we spoke with confirmed they felt supported by the office staff and the management team. One staff member told us, “The way the management is run, it works well, I had not been trained in a particular area, they put me forward for that straight away, if you are unsure on anything they go over it with you. The support is really good.”

The provider completed regular supervisions, competency checks and spot checks with staff members. Staff were able to discuss any concerns within their role and were provided with opportunities to help them develop and progress. One staff member told us, “I feel supported by the office staff and the management. I have the right training to meet people’s needs, but further information or detail is provided if you need it.”

The provider encouraged staff and promoted equality, diversity and inclusion. The provider had a risk assessment in place for staff members fasting during a period of worship, in line with their religious beliefs. The risk assessment included identified risks and control measures as well as ensuring a quiet and clean space was provided for prayer during staff breaks.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support. They acted on information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had made improvements since our last inspection to their audits in place to review the service. Records we reviewed, showed regular audits identified shortfalls and action was taken as required. We found improvements were made to the management of medicines, in relation to ‘as required’ protocols and the audit in place provided clear detail of required actions.

The management team had clear roles and responsibilities which enabled the service to run effectively. Office staff were assigned specific audits and checks to complete to ensure any shortfalls were identified and actioned in a timely manner.

Staff knew who to contact for support and advice and felt any concerns they raised were actioned accordingly to ensure any identified risks were followed up and mitigated.

The provider 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.

People’s care records detailed where external health and social care professional input was sought and guidance was recommended for staff to follow.

The provider had reviewed and made changes following their most recent local authority quality monitoring visit, where low level actions were identified.

We reviewed a recent quality assurance form provided by the local authority containing positive feedback about the staff and service. The form detailed, “Their [The provider’s] staff have been flexible, understanding and helpful.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcomes and quality of life for people. They actively contributed to safe, effective practice and research.

The provider kept a record of accidents and incidents detailing any themes or trends and action taken to help reduce the risk of reoccurrence. Where learning was identified, it was shared with staff to improve the care people received.

We found information within a person’s care record regarding their moving and handling needs, was not completely clear, we informed the registered manager who reviewed the person’s care plan and ensured this information was rewritten to inform staff. The management team confirmed the way information was documented would be clear going forward.

The registered manager informed us, “We are constantly learning, we always ask the carers for suggestions and their thoughts to give them empowerment, they complete care plan update forms to ensure they are a part of that process.”