Schreiber Care UK - London

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 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.

There was a positive culture at the service. People using the service, their relatives and staff were happy and felt the service was good. Comments from people and their relatives included, “I would recommend the agency”, “I trust them and that is important, I know [person] is well looked after” and “I am happy with everything they do. There is a good atmosphere and the arrangement has benefitted [person] enormously.”

Staff felt well supported and understood the values of the organisation. A staff member told us, “At the moment, everything is perfect and going well.”

The provider employed capable leaders. The registered manager had qualifications in health and social care. They had experience working with charities and providing support to adults and children. Staff told us the registered manager was supportive. They explained how the registered manager shared their experience and ideas to help staff learn. A staff member explained, “My manager is easy to communicate with, supports us and is always compliant with rules and regulations.”

The provider had systems to enable staff and others to speak up if they had any concerns. Staff understood these and told us they were confident to raise concerns.

The provider had procedures to support workforce equality and diversity. Staff told us the provider was flexible and supported them when they needed time of work. A staff member said, “We have different needs and wants. We are treated as individuals.”

The provider had effective systems for monitoring the quality of the service. They asked stakeholders for feedback, carried out reviews of care and assessments of staff. They also conducted audits on records and aspects of the service, including medicines management. When problems were identified, they took action to address these.

The registered manager worked in partnership with others. They attended local forums and meetings with other managers and the local authority. They told us they exchanged information about best practice and lessons learnt. The registered manager had made links with local healthcare professionals to help ensure people received the right support from these. For example, they had recommended a mobile chiropody service to visit a person when they identified a need for this.

The provider supported staff to learn and improve practice. In addition to regular training, the registered manager held meetings with staff where they discussed specific topics related to care practice. This helped staff develop their skill and knowledge as well as sharing ideas.