Patkay Care Services 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.

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 management team and staff demonstrated a commitment to person-centred care and improving outcomes for people. There was a clear Statement of Purpose in place, and the values of the service were embedded in policies and practices. The registered manager commented, “This is a thread that runs through everything.”

The provider 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 had the skills and commitment to support the service. There was a focus on genuine, positive outcomes for people, the development of staff and the quality of the service. The registered manager was approachable and visible and led by example. They were active in the service and available to staff, people, relatives and stakeholders. Staff comments included, “[Registered manager] is amazing, a very good manager. [Registered manager] is very responsible and helpful” and “I am very well supported, if there are any concerns [registered manager] is open and ready for anything.” We also received positive feedback from people and relatives about the management of the service. Comments included, “The [registered manager] is very helpful and always answers their phone. They do their job very well and we are happy with them.”

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

The provider had a whistleblowing policy in place, which included clear guidance to support staff to ‘speak up’. Staff understood the processes to follow, should they have any concerns. Leaders ensured people knew and were able to exercise their rights.

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.

The provider employed a diverse staff team. Human resource policies were in place to ensure staff understood their rights as an employee. Staff felt appreciated and supported by the registered manager and shared examples of how personal adjustments had been made when needed. The registered manager commented, “We applaud staff successes and capture and share compliments. This is motivating.”

The provider had clear responsibilities, roles, systems of accountability and improving governance arrangements. They used these to manage and deliver good quality, sustainable care, treatment and support.

Audits and checks were in place to monitor the quality and safety of the service. These included checks on call times, care plans and accidents and incidents. The service had developed a robust recruitment tracker to ensure staff were recruited safely. There were a range of policies in place, which were regularly reviewed. There were clear and open lines of communication between the registered manager and staff, which ensured people were receiving consistently good quality care and support.

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.

The provider collaborated with the local authority who commissioned care and other health and social care providers. The registered manager demonstrated they valued and welcomed partnership working. They actively signposted people and relatives to other local agencies and networks. They were part of the local registered manager forum and explained how this fostered shared learning and supportive relationships. We received positive feedback from stakeholders about the quality of the service. One social care professional told us the registered manager was very open and approachable. Comments included, “They are very ‘on it’ and they have gone above and beyond.”

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

There was a culture of learning and improvement. Staff expressed a pride in working for the service and in the care and support they provided. The registered manager was working with local commissioning teams to further develop the services they could provide.