P and S Care 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 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 registered manager was passionate about delivering a quality service to people receiving care. The staff we spoke with were equally committed to providing the best support they could. Staff told us they enjoyed working for the service and felt a positive culture was promoted. One member of staff said, “Everything is going very well and I am happy with the staff team. Everyone seems to have a good relationship with each other.”

The registered manager told us about their visions and core values for the service, which included providing continuity of care, having respect for people and promoting their independence. This ensured people felt valued and empowered to make choices about their care.

The registered manager also told us about the importance of gaining their first CQC rating to ensure they could develop the service further and apply for contracts and tenders with other local authorities.

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 was also the registered manager and they were responsible for the day-to-day oversight of the service. The registered manager delegated tasks to others who assisted with things such as supervisions and spot checks of staff.

The service had a stable team of around 40 members of staff at the time of the inspection, although not all of these were involved with providing personal care to people. Some staff were employed from overseas on sponsorship licences, although this had been revoked prior to our inspection. We spoke with the registered manager about this who gave us assurances about the measures being taken to ensure this did not impact the care people received.

Everybody we spoke with made positive comments about the management and leadership of the service. One member of staff said, “The manager is very supportive and approachable and is a good listener if we have any problems.” A professional also said, “The manager is really responsive and is receptive to any feedback we give.”

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

Staff were aware of the whistleblowing policy and knew how to use it. They spoke with confidence about being able to talk to the registered manager about any concerns and felt they would be listened to.

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 had an equality and diversity policy that acknowledged the protected characteristics of its staff. This policy ensured that suitable measures were implemented to support people as required. Equality and diversity training was completed by all staff, which helped reinforce the organisation's commitment to promoting an inclusive and supportive environment.

Staff told us they felt valued, supported and respected by the management team and there was a diverse staff team from different cultural backgrounds.

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 provider demonstrated a commitment to maintaining high standards of care and safety by conducting a variety of audits. These included checks on medication management, personal protective equipment (PPE), care planning, and risk assessments. In addition to these formal audits, the provider also performed spot checks and competency assessments, which served to confirm that staff were performing their duties both correctly and safely. This approach helps to ensure quality and compliance within the service.

The provider had an oversight of care visits, ensuring they occurred at the scheduled times and in line with established care plans. There were staffing rotas in place which staff said were organised and manageable.

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.

The provider understood their duty to collaborate and work in partnership, so services worked for people. They shared information and learning with partners and collaborated for improvement. They worked alongside other community-based services such as GPs and pharmacies to ensure people received the services they required. The staff also provided additional support so people could access community facilities such as shops and other local amenities.

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.

There were systems in place to learn and drive improvements. Staff meetings were held to enable staff to discuss concerns and voice their opinions affecting their work. Surveys were also sent to people and their relatives to gather their views to enable change within the service based on the feedback provided.