Integrated 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 newly registered service. This key question has been rated requires improvement. This meant the service was not consistently managed and well-led.

This service scored 62 (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.  We found there was a positive approach to ensuring continuous development of the service. There was a range of policies and procedures to guide staff on what was expected of them in their roles.

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 took accountability for their ongoing learning and development needs. They said, “As the lead it's important to keep on top of what is going on in the same industry, making sure there is consistency.” They were part of local groups to gain and share knowledge and part of professional bodies including Royal College of Occupational Therapists, Case Management Society UK and British Association of Brain injury and Complex Case Management. We received positive feedback from case managers who said, “[registered manager] is amazing. She is skilled, very knowledgeable, very experienced and is a great manager.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they were comfortable to raise concerns with their line managers and felt they would be listened to and action taken when required. Support workers did not always know who the registered manager was or who to raise concerns to if they did not feel comfortable to speak with their line manager. The registered manager told us, “We foster an open-door policy. When staff start with us, we send a letter introducing the management team and give them numbers to contact us if needed. We have started induction meetings the past few months where we invite staff into the office to meet us.” Following our feedback the registered manager told us they would share these details again and remind staff there was an open door policy.

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 treated equally, free from bullying or harassment. People with protected characteristics felt supported.

The provider did not always have had clear responsibilities, roles and systems of accountability. This had led to a breach of regulations in relation to fit and proper staff being employed to oversee the delivery of personal care. The provider had governance systems in place, 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 however, these systems had not identified the shortfalls we identified in our inspection. The registered manager told us, “We have our bimonthly meetings as the operations team and also our governance meetings.” A range of audits were in place including medicine audits and an audit referred to as a direct recruitment audit which monitored the persons care plans and risk assessments. Following our inspection the registered manager set an action to make governance more robust which included creating a new job role dedicated to compliance.

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 service worked very closely with other professionals involved in people's care, including lawyers. One solicitor told us, “The staff that I deal with have very good relationships with the clients and their family and know them well. They will raise queries if they feel that there are any issues and would take steps to make suggestions for alternative therapies or any aids/equipment which they feel would be a benefit.” The service worked with a range of healthcare professionals including physiotherapists and occupational therapists. One professional told us, “I am always happy to work with clients who have case management with Integrated Case management as I know the client will be getting excellent care, the best healthcare professionals will have been sought for the client and I will be supported in the work that I am doing with the client. There is nothing additional that they could do better.”

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 registered manager encouraged a culture of continuous improvement, they said, “In the last year we have grown, we are at time of reflection, the plan is to reflect and look at what we are doing really well what we are not doing well and move on again but unless you keep reflecting you are not able to learn.” Following our inspection the registered manager provided us with a reflection summary with set actions they intended to complete in order to drive improvements in the service.