Continuity Healthcare Services Private 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.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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 told us about their values statement, which included, “Care not good enough for your own relative is not good enough” and the need to be compassionate and consistent. Staff were told about the provider values during their induction and in training sessions. The management team assessed the values staff were displaying during regular observations of practice and competency checks.

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.

At the last inspection we found the management structure had not enabled the service to operate well in ways that met people’s needs. At this inspection we found this had improved.

The registered manager told us they had received additional support from other managers in the organisation to address shortfalls in the service and make improvements. The registered manager had completed a level 5 qualification in managing care services, which they said had helped them develop their skills for the role.

Staff told us the registered manager was knowledgeable and gave them the support they needed to do their job well. Comments from staff included, “[The registered manager] is very good. They know what is happening in the service and we can always get in contact with them when we need to” and “[The registered manager] is very good, and so is [the director]. They know what they’re doing and listen to us if we suggest changes.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The service had speaking up procedures which staff were able to access if needed. Details were shared with staff during their induction, staff meetings and supervision sessions. Staff told us they knew how to raise any concerns and were confident managers would listen to them and respond. Comments from staff included, “They listen to us and take action where needed. You feel you have a voice and are taken seriously.”

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.

Staff told us they thought the service provided an inclusive and supportive workplace, and they hadn’t experienced or seen any discrimination from leaders.

The registered manager told us they supported staff with adjustments to their working pattern where needed, for example because of injury or health conditions. The provider had established systems to protect staff from abuse and discrimination, for example from people using the service. They had made clear to people why their behaviour was unacceptable and that they would not continue to provide a service if it continued.

The provider had a mental health champion in the service, who was a qualified mental health first aider. This helped to ensure staff received support if they needed it and were signposted to other services that could help them.

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.

At the last inspection we identified the service did not have effective systems to ensure shortfalls were identified and addressed. At this inspection we found this had improved. Managers completed a range of audits, surveys and observations of staff practice to monitor the quality of the service. The provider now used the findings from these audits to identify where action was needed and ensure actions were completed. The provider had developed a service improvement plan, which included all actions from the audits and a named manager responsible for ensuring it was completed. The plan was reviewed regularly by the senior management team to ensure improvements were being made.

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 registered manager told us they worked with a range of stakeholders and professionals to help make sure people received continuity in their care. Examples included work with occupational therapists to ensure a person was supported safely with their mobility and working with a care home to share information about managing risks safely for a person. People and relatives gave examples of the service working well with the local authority and community nurses to ensure they received continuity of care.

We asked the local authority for feedback and no concerns were raised about the way the service worked in partnership with other stakeholders.

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.

Systems for monitoring standards of support people received were used to identify areas of improvement and ensure lessons were learned when needed. This included regular audits and quality assurance checks. Complaints were investigated and outcomes used to improve the service. Records demonstrated staff were trained and supervised appropriately.