Crystal Social Care

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 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 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 registered manager understood the direction the service wanted to take and what they would need to ensure a positive culture. They said, “I would include the vision and values of the service as part of the induction process, and make sure staff understood person centred care, promoting safety, dignity and respecting people’s rights.”

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 was very knowledgeable about their service and a member of a registered manager network which enabled them to share good practice and learn from others. They were able to tell us who they could access appropriate support as their business developed.

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

Staff told us they were able to speak up and the registered manager listened to what they had to say. They told us they regularly discussed their work and any challenges they might face.

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 registered manager told us, “As part of supervision I would check on how staff are managing stress, how staff work together. I would not discriminate regardless of religion, treat people and staff fairly and making reasonable adjustments where needed.”

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. The service was very small and the quality assurance processes in place were suitable and robust for the size of the service. The registered manager was aware of what they may need to add do if the service was to grow. They told us they had already looked at other systems they would need to improve oversight.

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 registered manager was able to give us examples of how they worked in partnership with other agencies. Whilst the service was small contact with partner agencies were limited, however, they were aware of what agencies they would need to refer to if necessary.

The provider was aware of how to use information from data they collected to make improvements and use any learning with staff.

There had been very few incidents at the service, however there were processes in place to capture information from accidents, incidents, complaints and feedback so the information could be used with staff for learning and improvement.