Carpenders Care 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 good. At this assessment the rating has remained good. This meant the service was consistently managed and well-led.

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.

Staff were supported by management to deliver consistently safe, person-centred care and support to people in line with their vision and values for the service. The provider used audits and checks, individual and group meetings to help make sure staff understood how the service’s values should be achieved through their working practices.

Policies were in place covering equality and diversity, and the registered manager was able to tell us how they met the needs of both staff and people regarding this. For example, people were supported by staff with a shared cultural heritage who were able to speak the same language as them.

Staff reported feeling valued and motivated, and understood the importance of teamwork in achieving positive outcomes for people. A member of staff said, “The wellbeing of staff is paramount to the company.”

The provider had inclusive leaders 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 were complimentary about the leadership approach of the registered manager who they consistently described as approachable.

The management team completed regular audits and checks in attempt to identify issues, concerns or priorities for the quality and overall running of the service.

The provider fostered a positive culture where people and relatives felt they could speak up and their voice would be heard. There were clear reporting structures, staff understood who to speak up to and how.

People and staff were able to speak up. There were systems in place to facilitate this, such as a complaints procedure. Staff team meetings were held which gave staff the opportunity to raise matters of importance to them.

Speaking up procedures were in place and accessible to staff. Staff were able to discuss issues at one-to-one meetings and team meetings. There were procedures for responding to concerns and to support staff to feel confident speaking up.

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 were treated fairly and supported as individuals. Management were sensitive and responsive to staff’s individual circumstances. This helped to ensure reasonable adjustments were made to accommodate staff’s needs.

Staff recruitment was carried out in line with good practice as regards equality and diversity. The provider was dedicated to supporting all members of their team. The service had an open and transparent, positive culture and the workforce was diverse.

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’s systems and processes monitored the quality and effectiveness of the service to help ensure risks were identified and mitigated, enabling and empowering people to remain in their own homes and receive good quality and safe care. Governance processes including audits and checks were carried out consistently. These included reviewing care plans and risk assessments as and when people’s support needs changed. The provider also carried out regular monitoring and gathered feedback through regular spot checks and telephone assurance calls.

There was a clear management structure in place, with all staff being clear on their duties and responsibilities. Management had oversight of the running of 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. The provider told us they worked with other professionals to help make sure people received continuity in their care.

The provider focused on continuous learning, innovation and improvement. Management looked for ways to improve the running of the service and the quality of care people received. Systems were in place to seek feedback from people, relatives and staff. People and relatives and staff were encouraged to provide feedback through meetings, telephone monitoring, surveys and quality assurance checks.

The culture within the service promoted honesty and learning from mistakes and there was a clear understanding of the need to be open in the event of anything going wrong. A member of staff told us, “The manager is very approachable. They are responsive. They work well with us. They help me to do my job.”

The provider promoted a learning culture within the service. Staff received on-going mandatory training and training to meet people’s specific needs.