Select Choice Community Support 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

This is the first inspection 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.

The registered managers led the service well, with a shared commitment to person-centred care. The culture was supportive and inclusive. People, relatives, external professionals and staff had confidence in how the service was run. Queries and concerns were taken seriously and approached openly.

Quality assurance systems were effective. The service was small and the registered managers demonstrated a sound oversight of all aspects of the organisation. They were responsive to feedback during the inspection.

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 registered managers shared a vision for how care should be delivered and worked well together to meet that aim. Staff all understood the expectations and were listened to when they made suggestions.

Induction, training, and ongoing support contributed to staff feeling continually engaged in how the service expected them to provide care.

People, relatives and external professionals felt the service was well-led. They described leaders as open, accountable and approachable. One relative said, “I can’t fault them – they’ve listened and taken their time to get to understand [person] – things are much better now.”

Policies and procedures were clearly in line with the ethos of the organisation. They had regard to equality and human rights, equity of care experiences, diversity and inclusion and the needs of people and their relatives. The provider delivered person-centred care in line with is statement of purpose.

Staff were well supported by leaders who understood the challenges of providing high quality care to people on a daily basis.

The registered managers led by example, interacting personably and flexibly with people who used the service and finding solutions to challenges. They were experienced in care and brought their own passion for providing high quality care into the role. They effectively prioritised the areas of the organisation for improvement and further review and documented this in an ongoing development plan. One relative said, “[Staff] have bags of energy and nothing is a bother in terms of questions or explaining things.”

Leaders took comprehensive and considered action when they became aware of any concerns.

Staff felt they could raise any issues with the registered managers. They knew they would be listened to and fair, prompt action would follow. The culture was an open, positive one where comments, queries and concerns were reflected on to try and find ways to continually improve.

The provider had policies and systems in place, which supported people and staff to speak up if they needed. The registered managers worked openly with a range of external professionals.

The registered managers valued and respected diversity in their workforce. They put time and effort into ensuring that the diverse makeup of staff and people who used the service were mutually understood and that bonds could be made.

Leaders ensured there were policies in place to support an equitable and fair approach to recruitment and retention. Policies and actions had regard to staff member’s protected characteristics under the Equality Act.

The registered managers shared governance and auditing roles effectively. They had clearly defined areas of particular strength but both contributed to day to day oversight of core areas of care delivery. They were proactive and curious when exploring the electronic care records system they used, keen to find ways to make care safer and more effective.

Staff felt listened to and able to contribute ideas. People, relatives and external professionals had full confidence in the leadership at the service.

Staff worked well with others when people’s needs required it, for instance taking advice from an OT (Occupational Therapist) and working with them to help people keep up their regime of exercises. They had built positive, mutually respectful relationships with social care and health care partners.

The provider had joined local provider forums to ensure they were able to access areas of good practice. One of the registered managers chaired a national group of smaller homecare providers, which had similar practice-sharing aims. This helped ensure that, whilst small, the service was not isolated from changes in practice or legislation.

People and relatives felt staff engaged with them and other health and social care partners when required.

Feedback from external professionals we spoke with was consistently positive.

Staff were supported through a consistent induction programme consisting of externally-provided courses and shadowing from leaders. Staff gave consistently positive feedback about this experience and their level of training.

Systems and processes were well established and working well to ensure the provider could access a range of data to continually review and improve the service, and to identify broader trends.

The provider used systems which made planning, learning and transparency easier. Quality assurance processes were clearly set out and regularly scrutinised and updated.