Call on Me 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.

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 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 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 was committed to providing a caring, person-centred service which promoted people’s rights and there was a culture of openness, learning and continuous improvement. The management team provided safe and stable leadership that had fostered an inclusive culture. All staff we spoke to told us they felt supported and listened to, by a management team who were visible and approachable and this positively impacted peoples’ care. The registered manager said, “We identified a lack of opportunity to champion your staffing team, so we bought in an awards night to do this, it reflects our values which include ‘Always caring, Always here’.”

We observed staff were respectful, caring and committed to providing good quality care and treatment to those people they supported. External professionals confirmed leaders understood the challenges and their local communities and supported people’s human rights. One professional told us, “Call on Me went above and beyond for [person] to prevent homelessness and offer the support they desperately required, when no other provider would even look at this person.”

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.

The provider had a clear management structure in place consisting of a registered manager, manager, 2 deputy managers, head of mental health, compliance manager, complex care manager and wellbeing and care coordinator. In addition, there was an administration team including recruitment, finance and human resources. All staff we spoke to within the management team understood their roles within the service and staff we spoke to understood the management structure and who and when they would contact each manager.

Staff told us the management team were approachable and confirmed they had the opportunity to raise any concerns with leaders and confidence they would be responded to.

The registered manager told us processes were in place to monitor how staff worked within the values of the service. This included spot checks, observations, staff meetings and supervision meetings.

We received positive feedback from professionals, one professional told us, “Management is particularly strong. They are very forward thinking and are very dependable. The managers are also very qualified for the roles which they are undertaking.”

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

Leaders told us they promoted an open and transparent culture within the workplace by training staff about whistleblowing and raising concerns in the induction to the service which staff confirmed. Leaders were visible within the service and provided face to face training, a designated safe email for staff to share concerns, posters and safeguarding cards used for staff and people and their families with external contacts to raise concerns if needed.

Also, appropriate policies and systems were in place to prompt people to speak up including allocated keyworkers, feedback obtained from people, their relatives and professionals and robust investigations being completed when concerns had been raised which led to lessons being learned.

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.

There was an inclusive and fair culture with equality and equity for staff. Staff told us they were treated fairly, with dignity and they felt their human rights were upheld. Staff told us they felt valued and respected by the management team and each other.

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 was a clear management structure in place with a confident, knowledgeable leader. This structure allowed staff to focus on specific areas of people’s care relevant to their role with regular reviews to ensure accurate, up to date information. There were clear audit trails for all relevant areas which identified areas of possible improvement or learning which was used to benefit all of the people using the service.

Systems and processes were in place to ensure risk assessments were completed and reviewed regularly and staff were able to give examples of when they had identified new risks for people they supported and actions they took in response. Feedback from external professionals was positive and one professional said, “Call on Me and its management team are very efficient. I have been impressed with the management and the quality of support that they provide to the person I support.”

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The provider had identified a demand for a new service provision and had worked towards providing a model of care which met the needs of individuals and worked well for the local community. Leaders were able to demonstrate the process followed by producing business plans, feedback from external partners including commissioners and the fire service and the local health and social care professionals around the proposed location. Robust planning had been completed, external contractors employed and expected legal steps were being followed.

Included in the planning of this proposal was consideration on the impact of the local community, for example bike sheds were included to reduce the impact locally, a green plan to reduce impact on the environment and communication with local emergency services to discuss the proposed model of care and the impact for the local emergency services. The registered manager told us, “We also plan to meet with members of the local community to discuss the proposal and engage them in the process, it’s only right we have these conversations to relieve any fear among the local community.”

Leaders had also considered the location and facilities required to meet the needs of the people who would live at the service. This included self-contained units and accommodation with shared communal areas allowing people with a variety of needs to use the service. This demonstrated an exceptional understanding of the needs of people and their communities and their plan to work with external partners to ensure people have appropriate housing.

The management team demonstrated an open positive attitude to receiving support and understood how, when and where to access this. They had developed links with local businesses to support people’s employment and specialist clinics, for example access to mental health clinic appointments had been supported by staff. Information from partnership working was added to the person’s care records and shared appropriately with staff and professionals to promote collaborative working. We received positive feedback from professionals, one professional told us, “Management are very approachable and diligent,” and another professional said, “The management team are very approachable and always follow up on what they have agreed to do.”

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 encouraged a culture of continuous improvement by ensuring systems were in place to promote continued oversight of the overall governance of the service. This helped to ensure areas of improvement were identified, action was taken and lessons learned could be shared across the service. The audit system demonstrated the registered manager maintained effective oversight. For example, an audit had been completed regarding staff training which identified some staff were approaching mandatory training updates required, the registered manager took action and arranged the required training.

Also, the provider was keen to learn and continually improve the care they provided, and the work completed on developing the new model of care mentioned previously, demonstrated an eagerness to innovate and improve care provision within the community and the goal described by the registered manager was to improve outcomes and quality of life for people.