CARE 24/7 SOLUTIONS 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.

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.

The provider was previously in breach of the legal regulation in relation to good governance. The breach had now been met, and the provider was no longer in breach of legal regulations.

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.

Staff were able to clearly describe the values and mission of the service. Leaders had made improvements to address previous governance concerns. Team meetings now took place every 2 weeks with staff, to ensure consistent communication about the areas for improvement. Staff told us they were kept well informed about any changes, and leaders had worked collaboratively with them to improve the recording of daily notes.

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.

Staff told us leaders were visible, supportive, and had the skills to lead effectively. One staff member said, “They are very good at being there and being open and listening. They always follow up and tell us what we need to do and how to do it. They know a lot, and I feel confident in them.”

Leaders now ensured they followed policies and procedures. The recruitment policy had now been strengthened with the addition of a checklist for new staff. Leaders had now attended training to increase their awareness of their regulatory responsibilities, and further training had been planned.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

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

Audits now identified concerns relating to care plans, risk assessments, and daily notes. Care plan information was now comprehensive and included all the relevant risks to enable staff to understand and mitigate risks.

Daily notes were now written comprehensively. Staff confirmed leaders had worked extensively with them to achieve the improvement. One staff member said, “I did my case notes this morning for a service user, and they were on it. They checked through, sent me feedback and uploaded it to the system.”

The business continuity plan (BCP) now had relevant information available on how the service would respond in an emergency. Service users case management files now included a Red, Amber and Green (RAG) rating. This allowed the service to identify people most likely at risk during emergencies to prioritise their needs.

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 told us the service worked in partnership with other agencies on their behalf when needed. We saw evidence of regular communication with partners on behalf of people to support people effectively.

Appropriate referrals had been made to external health and social care professionals. Partners did not raise any concerns about the way the service communicated with them.

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.

The provider now ensured people’s information was accurate on the new electronic case management system so they could monitor actions completed by staff and track people’s outcomes.

Improvements had been made since the last inspection which demonstrated leaders were committed to continuous learning and improvement.

Leaders had completed training relevant to their roles, and plans were in place for further training to strengthen leaders’ knowledge and skills.