Kope-Medics 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 inspection 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 71 (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 had a vision for the service to ensure Kope-Medics Ltd could provide seamless holistic care to young people from childhood into adulthood. Kope-Medics Ltd have worked with external partners to realise this vision, in doing so, demonstrating desire to support people to the point they do not need support.

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. Staff told us they felt their leaders had the appropriate skills and knowledge to support them effectively. Staff told us management dealt with any concerns quickly and confidentially as required. Staff told us they felt supported by the management team through regular meetings and supervision sessions. Staff were encouraged to use the well-being service.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People completed wellbeing forms which allowed people an opportunity to give feedback on their care. We saw completed feedback forms where people were able to raise questions and issues, which was then fed back to the management team to investigate. People told us they felt their concerns were listened to and investigated.

Staff told us they were able to speak up about any concerns or issues they had. They told us they were well supported by the management team and were able to approach different members of the management team with issues. If they were not happy to approach a member of the management team, they had access to an online wellbeing service where they could raise concerns if required.

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 provider had equality, diversity and inclusion polices in place. Staff told us they were treated fairly, and had no concerns about their own treatment, and to their knowledge no concerns about the treatment of their colleagues.

The provider did not always have clear responsibilities, systems of accountability or good governance. Concerns with the care plans and risk assessments were not picked up through internal checks and audits. These were only addressed when CQC brought these issues to the attention of the management team. This left people at risk of staff not having sufficient information to support people appropriately with their care and support needs.

Staff told us they believed the service was well managed and well organised. They had a clear understanding of their roles and responsibilities and could contact the office when required to clarify any information. Staff told us they had spot checks to ensure they were delivering care appropriately in people’s homes. The provider shared newsletters with staff and people, notifying them of current trends and happening within the service, introducing new members of staff to the team, and providing updates on anything relevant to Kope-Medics Ltd and its service users at the time of publication.

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. They worked with local authorities, hospitals and children’s services to ensure people received the required care and support.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. The provider had a skills hub where staff could book sessions to complete training via e-learning as required. Staff all worked towards achieving a level 3 in Health and Social Care, and at the time of the inspection there were staff due to achieve their level 5 in this qualification. The service also had some staff who were working towards their nursing qualification. Staff told us the management team encouraged ongoing training and learning, and there were no barriers to their progression.