Care Champions Support 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.

The service’s mission was to safe and effective care that placed people at the centre of everything they did. Service missions were monitored through regular audits and feedback from people, relatives and staff. A relative told us, “I am very happy with Care Champion, very safe. The manager is very good, any problem we will talk to her.”

Staff told us the culture within the service was positive and they were supported when needed. A staff member said, “Everything is ok. It’s a good culture in the workplace. Everyone is very supportive.” Records showed a feedback from a staff member included, ‘The organisation promotes a positive and caring culture where both staff and service users are treated with dignity and respect. I am happy to be part of the team and would recommend this organisation as a good place to work.’

Staff had a good understanding of the ethos of the service and were clear about their responsibilities. They understood their roles and told us the management team supported them.

A number of staff meetings were held to ensure there was shared direction and positive culture. At these meetings updates were provided about the service and staff were able to be involved and provide feedback. Meeting included medicines, supervisions, training delivery and care planning.

The management team operated an ‘open door’ policy where people, relatives and staff could speak to them at any time to ensure there was an open culture where concerns could be raised and acted upon. Records showed a feedback from a person included, ‘Care Support Champions is a very good company. They are well trained and professionals.’

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.

A registered manager was in place. The registered manager was supported by the nominated individual and we observed they had a positive relationship. Relatives and staff we spoke to told us the service was well-led and the registered manager was helpful and kind. A relative commented, “[Person] is really happy with the care [person] is receiving and the company, and I know if I had any problems or [person] had issues, I know who to go to address it. The service is fantastic to be honest, I’m really pleased. I’m happy we joined this company since I haven’t had any problems.”

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

The provider maintained a whistleblowing policy detailing how to raise concerns both internally and externally, which gave staff the freedom to speak up. Whistleblowing is the act of reporting wrongdoing, misconduct, or illegal activities within an organisation.

Staff knew how to use the whistleblowing policy and understood their role and responsibilities of reporting concerns and knew who to go to if they needed 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 management team put systems in place for flexible working arrangements, and rotas showed staff were able to work flexibly. Staff felt positive about the service and how management valued diversity. A staff member told us, “It is a positive culture, we have people working from multi culture. I have not seen any problems. It is going very well.”

The provider completed lone working assessments to ensure staff were safe. The service recognised and rewarded staff members with a certificate of appreciation particularly when they excelled on supporting people with high quality care. Records showed a feedback from a staff member included, ‘The company gives us good training and support us to do our job properly.’

The provider had a clear equality and diversity policy to ensure that neither staff nor people using the service were subjected to discrimination.

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.

The provider regularly completed a number of audits to ensure management oversight of the service and to oversee care was delivered safely. The management team audited care plans, staff files such as regular supervisions and training delivery, incident management and time management alongside quality assurance audit to check that processes and records were robust. External audits were also completed by an independent auditor and outcomes of these audits were provided to the management team to use and strengthen good governance systems.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. The registered and staff told us they worked in partnership with health and social care professionals to ensure people were in the best of health if required. Staff told us if people were not well when receiving support then they would contact health professionals and work in partnership with them. Details of health professionals such as GP contact details were included in people’s care plans. Records showed that GP were contacted when people were not feeling well.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The service had systems in place to learn and improve. It sought feedback from people, relatives, and staff from a number of ways such as meetings, telephone monitoring and feedback forms to ensure a culture of continuous improvement and to support the management team in enhancing overall service quality. Feedback records showed that people and relatives regularly were asked for feedback and also sought suggestions from people and staff members. This was used to make improvements to the service to ensure there was a culture of continuous improvements.