Care Pilot Limited

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.

The provider had a shared vision, strategy and culture. This was based on transparency, equity,equality and human rights, diversity and inclusion, engagement, and an understanding of thechallenges and the needs of people and their communities.Throughout the process the leadership team were open and honest and open to feedback fromthe inspection team. They showed a clear understanding of the needs of people and the localcommunity, and this shared vision and culture was embedded in ways of working.All staff were clear about the services values and what that meant. One staff member said, “We are taught about respect, honouring dignity, rights and individuality of clients. Compassion, we have to do everything with compassion, integrity, maintaining honesty, transparency with clients and every interaction at work.”

The provider had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice. All staff were clear about how to report concerns, record on the electronic system the provider used, and had confidence that the provider would address any concerns and make improvements. One staff member described the process they followed and told us, “I actually found a client on the floor we reported for an ambulance, there was a quick response from the company and ambulance team, it was good. I am very confident they [provider] would act swiftly and make any improvements.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had an appropriate policy for Whistleblowing which staff were aware of and staff felt there was a culture of openness, they could speak up and would be listened to. One staff member said, “We [staff] can contribute ideas, we can do it online to pass on ideas anonymously for example if you don’t want anyone to know that you want something to be fixed and they [registered manager] can see our contributions or any concerns we might have. Even directly the manager is friendly, and we can call any time.”

The provider had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice. All staff were clear about how to report concerns, record on the electronic system the provider used, and had confidence that the provider would address any concerns and make improvements. One staff member described the process they followed and told us, “I actually found a client on the floor we reported for an ambulance, there was a quick response from the company and ambulance team, it was good. I am very confident they [provider] would act swiftly and make any improvements.”

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. Everyone employed at the service had a clear understanding of their role and responsibilities and we saw people had a job description as well as induction and training appropriate to their role. The provider was striving to limit paper use by using electronic solutions for care planning, daily records and recording medicines administration to be more sustainable as well as improving service oversight.

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. We saw evidence of collaboration with partners which included appropriate information sharing and engaging external partners to support with improvements to people’s care. The provider clearly understood their duty to work in partnership with others and people’s care plans, daily notes and emails evidenced this.

The provider focused on continuous learning, innovation and improvement across the organisation. 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 implemented electronic systems to support them to review outcomes for people and made changes as identified which contributed to the safe and effective running of the service. The provider had a service improvement plan which had set goals for the service that would drive improvement. Any learning was communicated to the wider staff team via meetings and messages. The registered manager outlined the quality and improvement processes in place and how learning was communicated to the team. They told us, “Once we have done the quality assurance processes; daily log audits, spot checks etc and issues are identified from this process we set ourselves targets, how can we improve, and bring this all back to our team meeting, If it’s not appropriateto bring to the team we take it back to individuals through supervision.” Staff confirmed that learning from events and feedback was. One staff member said, “We share ideas in meetings and my opinions are sought during supervision. This greatly improves our service delivery.” Another told us, “We learn all the time and I believe it is better to learn everyday than to think you know everything.” This process of continual learning and improvement supported with avoiding reoccurring issues that placed people at risk improved the care people experienced.