Turning Point - Coqbeck Support Domiciliary Care Agency

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 key question was previously rated good. This key question remains good. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 79 (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 vision, strategy and culture that was shared and contributed to by staff. Principles of transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding the complexities of communities all played into how they maintained a shared vision. This was ultimately about ensuring people were as independent as they could be, living their lives as fully as they wanted to.

Staff clearly shared this ethos and worked hard to encourage and support people to reach their goals. One staff member told us, “The best things about working at this service for me would be encouraging independence and seeing the people we support progress in some things they may have thought would never be possible, some of the things many people take for granted, for example going to the shop alone without support staff.”

The successful transition of one service from a care home to a supported living model demonstrated the positive impacts the person-centred culture could have on people’s independence.

People, relatives and external professionals felt the service was well-led. One external professional said, “[Registered Manager] is an excellent leader. They are proactive in their dealings with us and we always get consistency from the staff when we visit. It’s well run, well organised.”

Policies and procedures had regard to equality and human rights, equity of care experiences, diversity and inclusion and the needs of people and their relatives.

Leaders were inclusive and understood how the care provided was part of a bigger picture of people’s lives. They were committed to helping those lives be as full and varied as people wanted.

Leaders had the experience, skills, knowledge and passion to lead the service effectively. They modelled compassionate and inclusive behaviours with people who used the service and with staff. Delegation and accountability was clear, with everyone knowing their roles and everyone supported well. They worked collaboratively with staff.

One staff member said, “Nothing is ever too much bother and they are always on hand to guide and support. They are always there for us.” Another said, “Anything where I’ve suggested there might be small room for improvement, this has been met by staff and management together.”

The provider ensured policies and procedures were in place to continue delivering safe, effective, person-centred care.

There was a positive, open culture in which people, staff and others could speak up.

Staff could raise any issues with their line manager, or other leaders. They were confident they would be listened to and concerns responded to. Whistleblowing and freedom to speak up policies and procedures were accessible and regularly reviewed.

Supervisions and spot checks provided staff with further opportunities to raise any issues they may have.

The culture was a mutually respectful one, in which different voices were listened to, respected and acted on.

The culture was one in which staff could be confident they were treated fairly and equitably. Leaders took action to review and improve the culture of the organisation.

People’s protected characteristics under the Equality Act were respected and acted on. Likewise, where staff had responsibilities outside of work that impacted on their ability to work certain times, this was fairly reviewed by the provider. Staff were supported in a way that had regard to their protected characteristics.

The provider had clear systems setting out responsibilities, roles and good governance. These enabled staff to deliver good quality, sustainable care, treatment and support. Auditing processes were clear and rigorous, covering all aspects of care. Action was taken when improvements were needed.

Leaders and staff had a clear understanding of the electronic care records system, which had been rolled out effectively. Leaders understood the broader health and social care landscape and the responsibilities on the service to ensure people were not put at risk of poor health and care outcomes through inequalities in external systems.

Staff were supported to pursue their careers with a range of training and helpful conversations with leaders.

Staff, people, relatives and external professionals had confidence in the leadership of the service. Records were retained securely and confidentially.

The provider excelled at working collaboratively to help people access their community and to achieve notable instances of increased independence.

They had formed positive relationships with external providers across a range of contexts. For instance, a national charity Books Beyond Words, which encourages the interpretation and discussion of stories without written text. Other positive relationships were pro-actively sought and developed with a local counsellor, the local community who were interested in gardening, the local GP surgery, and a health centre/gym. All of these relationships were explored with a focus on increasing people’s independence, access to (and contribution to) the community, and to ensure their quality of life and access to opportunity was improved.

The provider had developed and maintained excellent relationships with a range of health and social care specialists, who respected and worked well with them. One professional said, “They worked tirelessly to support my client and me to ensure the end result of him moving there.I have found it very easy to convene teams MDT's and [registered manager] is always at the end of the phone or email.”

Staff worked openly and enthusiastically with others. They were open to advice and keen to learn from others.

Staff were supported to maintain and update their ongoing training. The provider’s in-house trainer provided a range of face-to-face training sessions, which were well attended. Staff welcomed the blend of e-learning and face to face events.

The culture was an open one in which staff could ask questions and were supported to reflect on their experiences.

The providers’ systems supported openness and learning. The electronic records system was well understood by staff on a day-to-day basis. The provider recognised the need to interrogate the system further to understand the learning it could help provide.