Mother's Touch 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. 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, engagement, and understanding challenges and the needs of people and their communities.

Staff meetings were held so information could be shared amongst the staff team, and staff could raise matters of importance to them. The provider had a Staff Handbook which provided relevant information to staff. However, a member of staff said they were not able to have their own copy of this and had to go to the office to access it. The registered manager confirmed this was the case at the time of inspection but provided each staff member with their own copy shortly afterwards.

The provider supported staff’s equality and diversity, for example, through shifts allowing staff time off for religious festivals and there was an equality and diversity policy in place to guide practice in this area. A member of staff told us, “The good thing about working here is that there is a good relationship between the management and staff and there is a proper flow of information.”

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.

The service had a registered manager in place who was supported in the day to day running of the service by a care coordinator. Staff spoke positively about the registered manager and the support they received. A member of staff said, “[Registered manager] is a caring person. They talk you through things step by step.” Another staff member told us, “It’s a very good place to work. My manager is very supportive and helpful.”

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

There were mechanisms for staff and relatives to speak up. Regular staff meetings were held and staff had 1 to 1 supervision with a senior member of staff. These gave staff the opportunity to raise issues of importance to them. A member of staff told us, “The team meetings help me a lot to update my skills, they give me updates.” Care plans were reviewed and the review involved people and their relatives. In addition, relatives told us the registered manager contacted them to gain their feedback on how things were going. A relative said, “They did ask how things were going. The communication is good.”

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 registered manager told us they promoted workforce equality, diversity and inclusion. For example, they said they provided flexible shift patterns for staff to work around religious festivals. Staff recruitment was carried out in line with good practice in relation to the Equalities Act 2010. Policies were in place to guide practice in this area, including an equality and diversity policy.
 

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.

Various quality assurance and monitoring systems were in place to help improve the service. Spot checks were carried out which checked staff punctuality, use of PPE, interaction with people and how well they understood the tasks to be performed. Telephone monitoring was also caried out to get feedback from people. There had been staff and service user surveys carried out, both of which contained positive responses. Various audits were carried out, for example, of care plans. Audits and surveys were used to improve practice within 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 worked in partnership with other agencies and organisations. They provider was a member of a trade association for care providers which they said provided them with updates in the care sector. They also worked with Skills for Care to help deliver training to their staff. This included staff completing the Care Certificate. This is a qualification specifically designed for staff working in the care sector. The registered manager told us they attended provider forums run by the local authority. This provided opportunities to share best practice and keep up to date with developments in the care sector. For example, the most recent provider forum included presentations about updates with the Care Quality Commission and on the Home Office staff sponsorship programme.

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.

Staff received regular training and 1 to 1 supervision to help them develop in their role and provide continuous learning. The registered manager told us of plans to develop the service including supporting people with a learning disability and providing support for people with multiple needs who might require nursing care.