Clarity Homecare 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

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 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 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 provider told us their strategic goal was to provide compassionate, respectful, person-centred care with dignity to people. Their aim was to empower people by providing a helping hand to ensure they receive care that meets their requirements. They did this by ensuring a robust recruitment process for staff and provided good quality training and understanding of the role.

Staff and people felt there was a positive culture at the service. People and relatives reported good, open and effective communication with staff and management. Staff told us, “We have regular discussions on how best to support and improve the service delivered to people. Carers are included in discussion about service users’ support.”

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.

Staff told us the Registered Manager was supportive, approachable and had good managerial skills which helped to address concerns promptly. Comments from staff included, “They are a good leader, listens to staff. Kind-hearted, will help staff. They are in the office every day. Supports to work flexibly and from home.” “They are a very good person, they explain everything very well. If I have a problem the manager will show up and solve the problem”.

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

Staff told us they were confident to speak up and knew information would be acted upon. One staff member told us, “I have the right to speak up, tell Head office, local authority and the Care Quality Commission (CQC).”

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.

Staff were supported through relevant training tailored to their needs to inform their knowledge and understanding of equality, inclusivity and fairness in the workplace. The provider delivered bespoke training to ensure diverse groups understood how best to work as a team and deliver care and support to people. Staff were provided with regular check-ins however supervision needed to be structured and take place on a regular basis. Regular staff meetings needed to be held to ensure staff were given the opportunity to meet with colleagues, share knowledge, good practice and raise any concerns.

Comments from staff included, “No issue at all, treat everyone the same”. “We are involved and informed, tells us everything. Any issues I can tell them straight away.” “Had an operation last year, [Manager] asked if there was anything they could do.”

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.

The management team conducted a series of audits on all aspects of care including medicines, manual handling, infection control and care documents. However, some governance processes had not identified issues we found during the inspection. For example, we found some competency assessments for staff in medicine and moving and handling had lapsed. When this was brought to the Registered Manager’s attention these were addressed immediately and systems were put in place to prevent reoccurrence. However, the provider’s systems failed to identify the concerns.

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

Relatives told us where support was needed this was provided including places of worship. The Registered Manager gave an example of how they worked with a family to support person with spiritual fulfilment by taking them to Eid prayers. Health and social care professional we spoke with told us the provider kept them updated and informed of any concerns they had.

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.

People and relatives told us they had experienced positive outcomes which confirmed they were receiving a good quality service. Staff told us they had opportunities to share ideas on a regular basis. They worked well with management worked to provide good quality care to people. Staff received continuous training which enabled them to provide safe and effective care. For example, a person reported they were unhappy with a particular issue. The provider arranged for all staff to receive professional boundaries training to reinforce the importance of providing good quality care and support. There was a positive culture which promoted learning and reflection. The provider operated an open-door policy where staff felt confident to approach management for support. The provider carried out regular analysis for trends to address issues. Policies and procedures were regularly updated and shared with the staff team.