Global Caring Coventry

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 71 (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 equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

We found a culture of wanting to do the right thing that was being led by the management team. This was supported by the positive comments we received from relatives and staff as well as positive comments in feedback surveys.

The management team said they had learnt from other inspections and through feedback. Managers completed observed practice of staff to ensure they applied their training in the right way.

The provider had inclusive leaders who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. However, whilst a manager was in post, they were not registered with CQC to demonstrate they had the skills, knowledge, experience and credibility to lead effectively.

People spoke positively of the management staff in post and felt the service was effectively managed. A relative told us, “I think [Name] is brilliant and really listens. Another manager has come in who is also very good. I have both their numbers and the office numbers.”

Staff feedback obtained by the provider showed they were content with working at the service. Staff stated they felt confident, competent and valued with a score reflecting 100% satisfaction. Staff spoke positively of management staff. One told us, “My manager is amazing when I need them. [Name] is so good and if I have any issues they will pick up the phone and answer straight away.”

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

Staff told us they felt confident to raise any issues they had with the manager who was responsive to their needs. Processes were in place to support staff to speak up with any concerns and make suggestions for improving care. One of these processes was staff supervision meetings. One staff member said they discussed, “My experience, training, what I need support in, what is going well for me and what I would like to do to progress.”

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 manager explained how they supported equality and diversity to ensure staff worked in an inclusive environment. They told they had regular staff meetings where all staff attended to discuss this. They also had cultural awareness days which included celebrating festive periods such as Punjabi new year where staff came together to talk about their cultures with other staff.

Staff told us the culture of the service was good and there was an inclusive environment where they felt supported and appreciated. Comments from staff included, “Managers are very good, I get all the support that I need,” and “It is good to work for this agency. All clients are in Coventry and when I need support such as I can’t work, they give me time off because they understand my situation.”

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.

All relatives told us they valued the service highly. They told us they felt the service was well managed and they were given opportunities to comment on their experience of the service. People considered the agency to be well led, responsive and reliable. One relative told us, “Management is quite good. They listen and sort problems out. Excellent. If I need to change the visit time, they do it.”

Staff felt the service was well managed. A staff member told us “The agency is amazing. They help me when I need help, its straightforward, I can’t complain to be honest with you.”

The management team had an effective quality assurance system. Checks of the service were regularly completed by the provider and information used to monitor risks and performance tounderstand where any further improvements were required. A manager told us they maintained oversight of checks and audits and regularly prepared a report from each audit which was reviewed and discussed to identify any issues, trends or themes. All managers had sight of completed audits and action plans. Where required, this information was shared with other services within the provider group so any known patterns could be investigated to monitor a good quality service. Following this inspection, we gave feedback to the management team about some actions they may want to consider to further improve their service.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

Relatives described partnership working through regular and effective communication. All relatives knew the manager by name and had met them. The manager had completed needs assessments and formulated people’s care plans with them. They had followed up with reviews of people’s care and quality checks at regular intervals. The manager was well thought of and relatives said this was because the manager listened to them and was friendly and helpful.

The manager liaised with other health and social care professionals when needed to ensure people's needs were met or where there were concerns about their health.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged delivering equality of experience, outcome and quality of life for people.

Staff were encouraged to complete training and complete further qualifications in health and social care to support them in their role.

The managers knew how to allocate care calls, review and update records and to make sure their quality assurance systems were effective and robust. The management team were open to suggestions from us, for example, where we said their records would benefit from additional information. A manager told us they attended training sessions to boost their knowledge and to make sure they continued to provide care to people at standards they expected.