Archived: Triple M Healthcare 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 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 clear vision to deliver person-centred care that promoted people’s rights and independence. This was shared with staff during induction and reinforced through supervision and field observations. Care staff understood the organisation’s goals and felt listened to when suggesting improvements. For example, a care staff member said, “We can talk to supervisors on how we can improve.” People and family members consistently described the service as respectful and responsive. A family member said, “I would recommend them 100%, it’s the way they care and respect my [relative].”

Leadership was visible and approachable. The registered manager and care coordinator were described by care staff and external health and social care professionals as supportive and knowledgeable. Care staff felt leaders had the right experience and were proactive in addressing issues such as punctuality and continuity of care. A care staff member said, “I get support. Leaders have appropriate knowledge and experience.” Whilst a person told us, “I know the manager, she is very switched on, she knows everything that is going on.” An external health professional said, “The manager is proactive and eager to support and work with the client to ensure their needs are met and build a positive relationship with both the client and their family.”

Care staff consistently told us they felt safe to raise concerns and were aware of the whistleblowing policy. They said they could speak directly to the registered manager or care coordinator and felt confident issues would be addressed. The registered manager encouraged openness and had systems for recording and learning from complaints and incidents, although these were infrequent. An external professional told us, “They [registered manager] were extremely approachable and helpful when I needed to clarify care arrangements.”

The provider valued diversity and recruited care staff based on skills and attitude. Staff confirmed they were treated fairly and their human rights upheld. Equality and diversity training was completed, and no concerns about discrimination were raised by people or family members. Staff wellbeing was considered, with workloads described as manageable and overtime optional. A care staff member told us, “Yes, I am treated fairly. My human rights are not violated.”

Governance arrangements were in place, supported by policies and procedures reflecting best practice. The management team understood their roles and responsibilities, and electronic systems were used to monitor care delivery, medication, and visit times. Audits and spot checks were carried out, and there was a clear development plan detailing timelines for reviews, supervisions, and audits. A care staff member said, “Leaders carry out regular checks on safety and standard of care.” An external professional told us, “Overall they [registered manager] were responsive and professional.”

The registered manager and staff worked positively with external professionals and commissioners. Feedback from external health and social care professionals confirmed the management team was approachable, responsive, and collaborative.For example, an external professional told us “I was impressed with the two carers that I met. They understood my suggestions and asked relevant questions to ensure their understanding.”

There were processes for learning from complaints, incidents, and feedback from people, families, and staff. The provider used electronic systems to identify patterns and trends, enabling timely action. Care staff described one-to-one meetings to review incidents and learn from mistakes. For example, a care staff told us, “We would have a one-on-one meeting around any of the situations and see where the mistake happened and learn from it.” An external professional said, “They [registered manager] were open to feedback and acted on recommendations during joint visits.”