Care Delivered 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.

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.

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 management team were committed to ensuring people received safe and compassionate care, with a focus on culturally sensitive practice. Staff were regularly reminded about their key responsibilities and how they could improve people’s lives.

Staff confirmed this and spoke positively about the culture of the work environment. A care worker said, “I feel the culture is positive, respectful and there is good teamwork. Management are supportive with good communication. I enjoy working for Care Delivered. I feel valued, supported and able to provide good-quality, person-centred care."

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. People and their relatives were very positive about the management team. Feedback focused on positive experiences and highlighted a level of confidence across the whole staff team in their approach to providing care. A relative added, “I am very confident with all of them. I would recommend them to anybody as they are very competent.”

Staff complimented the management team and confirmed the registered manager was always available to provide advice and guidance if needed. A staff member said, “I get regular feedback, both positive and ways to improve which helps me improve my work. My manager recently praised me for the way I have been caring for [person] after receiving a review from their family member. This made me happy."

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they had regular contact with the registered manager which gave them plenty of opportunities to give feedback or raise any concerns. This was through monitoring visits, team meetings, staff supervision and weekly drop-in sessions. Staff told us they had not had to raise any issues or concerns but were all confident they could do this if needed. Comments from staff included, “I feel safe to speak up without fear, they [management] don’t blame and they encourage us to speak up. I am confident my concerns would be listened to and action will be taken” and “I feel that Care Delivered provides a safe and open environment where staff can speak up. There is encouragement to share ideas or concerns, and I’ve seen examples where feedback has been taken seriously."

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 had regular engagement with their workforce to make sure they felt valued and listened to. The provider invested in staff development and recognised their achievements. Staff were positive about the inclusive working environment and were treated fairly and equitably. A staff member said, “Management are always asking me to tell them ways to improve but I have not seen anything that they can improve on, they look after the clients and staff well. They care about my wellbeing and it is a nice place to work. I feel part of a good team.”

The registered manager said, “We have a positive culture here and I want to make sure people and my staff feel comfortable to speak with me. I want staff to know I am approachable and this is how the culture should be for us to be successful."

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.

There were clear governance processes in place to ensure people received a consistent level of care. Monitoring processes included regular spot checks and the use of an electronic call monitoring (ECM) system. The ECM system enabled real time oversight of care delivery and allowed the management team to identify and follow up on any missed calls or incomplete care tasks. The provider completed a range of audits to further monitor the service, which included checks on medicines records and daily logs. Findings from audits were used constructively to recognise good practice or identify areas for staff improvement. This reflective approach helped maintain high standards and supported staff development. Staff confirmed they received regular unannounced checks and were given clear feedback about their performance.

The provider had been proactive since the last inspection to implement a range of improvements where there had been identified shortfalls. The provider had commissioned a recent external audit to support them in their learning and development progress. Along with this, the registered manager discussed CQC requirements in staff meetings to support their regulatory understanding and awareness.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborate for improvement. Although the service was small, there was evidence of involvement in working closely with other local community organisations, such as neighboring local authorities and voluntary organisations to get any relevant advice and guidance. For example, the provider was registered with Age UK where they could access support around befriending services. We saw the provider had also worked with a local food bank to support the East London community.

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 was receptive to feedback around areas of improvement and they had liaised with the relevant professionals for further learning and to help them understand best practice.

The registered manager had implemented a stress management therapy programme for people who used the service after staff noticed some people had stiff hands. This involved the regular use of a soft ‘stress’ ball to help increase hand strength and dexterity. The evaluation and feedback from this initiative showed there had been positive outcomes for people and their wellbeing. Comments from people and their relatives within evaluation forms stated, ‘My [family member] enjoys it. The ball therapy was a good idea so thank you’ and ‘I enjoy it. It helps me in many ways and has made my grip stronger. I would like it more as it will help me.’

Staff confirmed they benefitted from regular spot checks and team meetings and received constructive feedback about their performance. Comments from staff included, “I’ve received constructive feedback that has helped me improve my skills. Leadership has also suggested training resources and supported my involvement in learning opportunities” and “When things are going well, I’m usually told what I’m doing right, which helps reinforce good practice. When improvements are needed, the feedback is generally clear and focuses on how I can adjust my approach or meet expectations more effectively."