Coghlan Care 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 vision and values of the service were clear and promoted people’s rights, choices and independence. This was outlined in their statement of purpose and on their website. The provider had a values-based recruitment process to ensure staff were employed who demonstrated their vision and values. The registered manager ensured staff delivered care in line with those values during regular spot checks, supervision and team meetings.

The registered manager operated an ‘open door’ policy where people, family members and staff could speak to them at any time to ensure there was an open culture where concerns could be raised and acted upon. Staff were positive about working for the service. Comments included, “I come with my own experience, and able to bring it in. [Registered manager] is very open to that and new ideas. They have really good values and are very caring” and “[Registered manager] nurtures relationships with staff as people and makes them part of the team.”

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 had the skills and experience to lead effectively. They were open, honest and inclusive in their working approach. There were clear accountability and decision-making processes to ensure the overall quality of the service was monitored and people, family members and staff continued to be involved in improving it.

The registered manager and staff knew people well and were committed in improving the service to ensure people received high quality care. Comments from people and relatives included, “They fulfil their role, staff show that they are happy doing their job and that’s what you want. All very sociable. Think they are trained to do what is needed, no questions about them fulfilling what we need of them” and “I would recommend them to others, definitely” and “I would recommend them, in fact I already have.”

The registered manager gave staff opportunities to provide feedback on the service. Staff meetings were held to bring everyone together to discuss their role, responsibilities and service development. A staff member said, “We have team meeting monthly, have a WhatsApp group and talk about anything rising up. We talk through about new people and liaise together about their needs and how we are going to support them.” The registered manager confirmed they had a policy around the safe use of WhatsApp in their work.

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

There was a clear culture based on openness and transparency. People told us they felt able to speak to the registered manager if needed. Staff felt able to speak up and they felt confident they would be listened to. A staff member told us, “I feel very able to speak up. I can talk about anything, always supportive and available.” Another staff member said, “When I have ideas, [name of registered manager] takes them on board, listens to them, and doesn’t leave you out when making decisions.”

A whistleblowing policy was in place that included details on how to raise concerns. Staff feedback was also sought as part of supervisions and staff meeting.

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.

Minutes from staff meetings demonstrated that staff were fully informed about service developments and staff were able to provide feedback at these meetings. The registered manager encouraged staff to raise concerns or suggestions comfortably.

Staff told us they felt listened to and included in developing the service. Staff told us they worked as part of a diverse team, with people from different cultures and backgrounds. Nobody had reported they experienced any discrimination in the workplace. The registered manager told us, “Coghlan Care recognises cultural and religious holidays. This ensures everyone feels included.”

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 had a clear structure for oversight and monitoring including regular feedback from people and family members which was very positive.

The registered manager completed a wide range of audits and checks, which monitored the health and safety, and quality of care provided. There was evidence of a positive culture and commitment to improvement, and any issues were resolved quickly.

The registered manager had installed an electronic management system to provide oversight of the service. Care plans, risk assessments, medicines management records and daily notes were all recorded, reviewed and updated. The system was working effectively to monitor incidents, safeguarding concerns, and visits times, with no significant concerns identified in these areas.

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 a clear understanding of working with other professionals for the benefit of people who used the service. The registered manager gave us an example of how they had worked in partnership such as supporting people with GP appointments and making referrals for extra support where needed.

Agreements were in place for the staff to liaise with family members and work jointly where any health or social care intervention was needed. The service demonstrated a commitment to shared learning. Staff meetings were held regularly, and lessons learned from audits, incidents, complaints and compliments were shared with the team.

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 was proactive in seeking advice and information from a variety of different sources to learn and develop the service. They shared this with staff with the intention of providing good care and outcomes for people in line with their statement of purpose.

The service had systems in place for learning and improvements with feedback being sought from, people, family members and staff to ensure there was a culture of continuous improvement and to support the registered manager on enhancing overall service quality. A family member told us, “I can’t rate them highly enough; I am always telling them that [relative] and I couldn’t manage without them which is absolutely true.”