Personal Touch Care Services 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 assessment for this newly registered 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.

The management team and staff all spoke with passion about their commitment to deliver high quality community care. There was an open-door policy at the office where staff could drop in to discuss any concerns or issues they may have. The registered manager completed regular supervisions and spot checks on care calls which could be unannounced. Staff told us that they felt comfortable to raise any concerns and that these would be dealt with quickly. The registered manager told us, “Our target is to make sure that we care for people which is person centred.” A staff member echoed this and stated, “The service promotes safe, person-centred, and compassionate care.”

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 spoke highly of the management team and appreciated their skills and knowledge to lead effectively. A staff member said, “The leadership team is approachable, experienced and supportive. Another staff member stated, “Managers are approachable, knowledgeable, and visible”. The registered manager provides excellent leadership and is always available to support both staff and clients. Management promotes teamwork, learning and continuous improvement.” The registered manager informed us of their induction policy and how they supported new members of staff with shadowing shifts. Regular supervisions were held where staff could raise any issues and staff felt that their voices were heard.

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

The registered manager promoted an open-door policy which was evidenced from feedback from staff. Staff felt able to go to the registered manager if they had an issue. A staff member said, “I feel comfortable speaking up and sharing ideas. Staff feedback is welcomed and acted upon where appropriate.” The registered manager spoke of the importance of staff feeling safe to come to them with any concerns. There was a whistleblowing policy in place and all staff spoken with demonstrated a good knowledge of how to raise any concerns.

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, “We have good culture; to obtain a carer is very hard but we have a good harmony.” The provider supported a fairness with flexible working when this was necessary, to enable staff to maintain good working patterns and impartiality across the team. Staff had undertaken equality and diversity training and treated each other with respect. The provider employed care staff from various cultures creating a diverse workforce.

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.

Regular quality assurance checks were completed by the management team. The registered manager spoke of prioritising audits to monitor people’s care and said, “we are committed to employ people who have compassion”. Staff echoed this and said, “The service is organised, and managers carry out audits, spot checks, and care reviews”. Staff reported no concerns with the management and stated they felt supported. The provider had up to date and detailed policies in line with national guidance. The provider had maintained a consistent workforce promoting continuity of care.

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.

Staff and management worked alongside other community-based services, such as GP’s, secondary care services and district nurses to ensure people received the services they required. A professional told us, “I have worked with Personal Touch Care Services on one occasion, and they worked closely with me to attempt to mitigate numerous risks in a person’s home until the person could be moved into a safer, more supportive environment but working with Personal Touch Care Services was a very positive one.” The staff also supported people to access local community facilities to improve people’s wellbeing and independence.

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.

Managers and staff were committed to learning from any incidents that occurred. The registered manager responded positively and proactively to feedback provided during the inspection process. Staff spoke of being given the opportunity to learn and develop. A staff member said, “Since joining Personal Touch Care Services, I feel I have developed immensely in my role as a care assistant through training, supervision, and ongoing support.” Staff had access to a wide range of training, including refresher training. There was evidence that recent training had taken place and future training was scheduled. The registered manager spoke of keeping up to date with completing surveys and gathering feedback from people. The service worked well alongside other professionals to share learning and make improvements if needed.