Forget Me Not 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 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 knowledgeable about their regulatory responsibilities and their plans for the development of the service. They were able to describe plans to improve and strengthen practice, and ensure systems were in place to support learning, development, and continuous improvement. Staff were positive about the culture of the service and staff morale. One staff told us, “I think Forget Me Not is a good place to work. The team is supportive, people help each other and everyone works towards providing the best care possible.”

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. Staff told us the registered manager was approachable and supportive, and they felt confident raising concerns or seeking guidance when needed. One staff member commented, “[Registered manager] is always asking if we need anything and if we need support. They are the best boss I’ve had whilst working in the caring industry and if one of us are off they put on their work top and go out and do the care themselves.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Systems were in place to enable people to raise concerns, share their views, and have their voices heard. This included clear whistleblowing and complaints procedures, which supported an open and transparent culture where people, relatives, and staff felt able to speak up and be confident that concerns would be listened to and acted upon appropriately.One member of staff told us, “Every time I have raised an issue it has been dealt with accordingly.” One relative commented, “I’d go to [name of registered manager]. They are very approachable.”

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. We received feedback from staff that, when needed, adjustments were available for them to support them with their personal circumstances. The provider had policies and procedures in place regarding equality, diversity and inclusion and staff had received training on equality and diversity.

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 had structures in place to monitor and improve the quality of care they delivered. Although it could be seen that some records such as policies and procedures were regularly updated, review dates were not always recorded. The registered manager agreed to address this and ensure all documents were dated on review. Systems such as audits and quality monitoring were used to check the quality and safety of the service and actions taken to address issues highlighted. Where we noted room for improvement the registered manager took prompt action to review and address any issues we raised. The service was transitioning to a new electronic recording system which provided an opportunity to further strengthen care records, including areas where additional improvements were noted during this inspection. Records already uploaded were noted to provide improved detail and accessibility for staff. The registered manager was aware of their legal responsibilities to notify CQC about relevant incidents at the service.

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. Records showed there were positive working relationships with other partners and professionals. Advice was sought, and referrals were made in a timely manner which allowed continuity of care. One partner told us, “Overall my experience of working with the company has been positive. From my interactions with the manager, they appear genuinely supportive of service users and are keen to resolve any issues as quickly as possible.” People and relatives felt welcomed and valued as partners in care, with open communication and involvement in decision‑making.

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 outlined clear plans to develop the service and improve outcomes for people. Systems were in place to learn from incidents and near misses, with records showing that lessons learned were identified, shared with staff, and used to reduce the risk of reoccurrence. Feedback was actively sought from people, relatives, and staff through surveys and other opportunities and information gathered used to inform service development. When asked if anything could be made better with the service, 1 relative told us, “Not as far as I can think of. They are doing a nice job at the moment. It’s a smaller company and well managed.”