Crown Care Services 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 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 had aims to expand the service and be able to deliver more packages of care to people in their own homes, especially the provision of end-of-life care to enable people to have the end to their life they wanted at home rather than in hospital. Leaders recruited staff from the local area who shared the same ethos and had knowledge about the community.

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.

Leaders of Crown Care Services Ltd had a long history of working within the social care sector, and were also registered nurses, with experience of different hospital settings. This meant they were aware of challenges faced by both people, their relatives and staff, and could provide advice and support when required. Staff told us their managers were supportive and they could speak to them freely and easily.

The registered manager was aware of their responsibilities regarding the duty of candour.

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

There was a whistleblowing policy and staff were able to raise any concerns or worries they had. The managers encouraged an open-door policy, and staff visited the office regularly.

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.

There were appropriate policies regarding equality and diversity and staff completed relevant training. Staff did not raise any concerns.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

There was a schedule of audits which included care plan audits, health and safety and when applicable, medicine audits. Leaders made sure that staff had the correct and up to date training and monitored their performance. External oversight was undertaken in the form of contract monitoring by the local health board. There was a clear governance structure with thorough business plans including contingency planning in place and important information was discussed at regular governance meetings.

The registered manager submitted statutory notifications to the relevant organisations which is their legal responsibility to do so.

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 had links with local hospices and helped to run fundraising events for them and other charitable organisations. The provider had good working relationships with the local GP practices and surgeries and were involved in health promotion initiatives such as managing a smoking cessation group at a Mosque and organising a local walker’s group.

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 registered manager kept up to date with current guidance and held subscriptions to receive regular updates from organisations such as the NHS and CQC. Leaders attended conferences and forums and attended meetings at care homes. The registered manager was committed to learning from incidents and shared findings and any changes with staff. The provider asked staff for feedback about the leadership and took their comments on board.