City Care Providers 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 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 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 had clear values and expectations about the quality of care provided for people. These values focussed on compassion, integrity, excellence, empowerment and inclusivity. These values and key policies were made available to members of staff electronically. They were encouraged to understand the importance of referring to the values and policies in their daily practice.

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 registered manager understood the complexities of the local health and care system. They had developed good links and relationships with community health and social care professionals. A family member told us, “The [registered] manager is a good manager. They deliver everything they say they will.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistle-blowing policy in place. Training was in place for staff which informed them about the whistle-blowing policy and procedures. Members of staff felt listened to by the registered manager. One member of staff told us, “I feel valued and heard by the registered manager. They are always available when I need guidance.”

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 provider was committed to achieving a working environment which provides equality of opportunity and freedom from discrimination on the grounds of race, religion, sex, class, sexual orientation, gender assignment, age, disability or special needs. The provider was committed to building a workforce which was diverse and reflected the local community. To support the expansion of their service, the provider recognised the demand for culturally responsive care was developing a proposal to pilot bilingual care teams.

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 registered manager carried out random spot checks and quality compliance visits to review the provision of care and support. Feedback was given to members of staff during supervision sessions and team meetings. Any issues for immediate action were followed up. The provider had an action plan and continuous improvement matrix in place which contained feedback from people and care audits. This supported a good approach to governance and a culture of learning and service improvement.

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 developed good partnerships with local community health and care professionals. The registered manager and nominated individual both attended networking and marketing events to support service development and pursue new opportunities for the provision of care and support. A nominated individual is a person nominated by provider to be their main point of contact with CQC. The nominated individual is responsible for supervising the management of the regulated activity carried out by the provider.

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 had developed a continuous service improvement plan which contained timescales to monitor achievements and outcomes. For example, feedback from a recent service user forum was being used to review and develop new activity opportunities for implementation over the summer along with how improvement and success would be monitored through participation logs and satisfaction surveys.