Carers To You 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. 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 provider promoted a positive and open culture focused on safety, quality and person‑centred care. Staff described an, “open door” culture where managers were approachable and available, which supported communication and confidence within the team. The registered manager told us they were passionate about proving consistent care and a good service putting people in the centre of everything. The provider acknowledged their barrier with the electronic system they used and had taken on additional training for themselves and staff, showing a willingness to learn and continuously embed good practice. Systems were in place to share learning and good practice across the staff team, including lessons learned.

The provider had an inclusive leader 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 generally spoke positively about the support they received from managers and told us they felt able to approach them for advice and guidance when needed. Records showed staff had opportunities to raise concerns, share feedback and discuss issues affecting their role through meetings and supervision sessions. One staff member told us, “My manager is very good and ensures we provide good quality of care”. People and their relatives felt the service was managed well and they had full “trust” in them.

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

People and their relatives felt confident any concerns raised would be addressed, and the people we spoke with told us they have never needed to complain. There was a whistleblowing policy in place, and all staff were aware of how to raise concerns. Staff were confident in the managers ability to address any concerns and were aware of other channels to raise concerns. Regular supervision and staff meetings provided opportunities for feedback and discussion. Feedback from staff was generally positive, and discussions evidenced a culture of openness and transparency. Staff understood how to raise concerns and felt able to do so, with systems in place to ensure concerns and feedback could be discussed, addressed and used to support continuous improvement.

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 had an equality and diversity policy in place, and everyone was aware of the policy. Staff also told us regardless if the staff team was new or long standing there was no preferential treatment and everyone was treated equally. This inclusive approach contributed to a positive team culture and supported staff retention and confidence. This meant there was a stable workforce able to deliver consistent care to people.

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 provider had systems in place to check the quality of the care people received. This included audits to ensure peoples care needs were met, medicines were administered and people’s safety was maintained. Required notifications had been submitted to CQC and appropriate referrals were made to external agencies when necessary. Overall, governance arrangements provided assurances the service was being monitored effectively, and improvements could be identified and acted upon.

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. This included engagement with GPs, community healthcare teams and other professionals involved in people's care.

Staff were clear on how to work with other agencies to deliver peoples care and could describe how this was facilitated. The leadership team had established good partnership working with various organisations and external stakeholders to provide positive outcomes for people. They knew who to contact if people required additional support from other healthcare professionals such as district nurses. Although the local authority did not provide packages with the provider the registered manager expressed willingness to work collaboratively with them and to learn.

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 had systems in place for learning by using external bodies to highlight any gaps the service may have. They used the feedback to improve the service. Regular quality assurance audits reviewed areas of service delivery, including incidents and accidents, to identify themes, trends and opportunities for improvement. The registered manager was committed to personal and professional development to achieve the best possible outcomes for people with staff.