Care To You Healthcare

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. Management 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 provider did some work to improve the quality of recording when staff are providing support to people. They implemented some ‘Golden Rules for Care Logs’

Staff told us and we saw records had improved since these rules were implemented. This showed a shared culture of wanting to improve. This was initiated by leaders after a review into the content and effectiveness of the care logs and the information contained in them.

The provider had inclusive management 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. Management had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Management had created a compassionate and caring culture across the service. Management were clear about the organisations values which they embodied and helped to embed across the service. Staff praised both their colleagues and management and told us they felt supported by compassionate and caring management. All staff we asked, told us they felt valued and respected at work.

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

The provider’s policies and procedures encouraged people to share their views and raise concerns in a transparent manner. People had a variety of opportunities to speak up and make their views known. Staff were confident they could speak up if they needed to and felt they could always rely on the management team to listen and respond. Information about how to speak up, including safeguarding contacts were available to people and staff. Management wasopen, transparent and responsive throughout the assessment process.

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’s recruitment policies and procedures helped ensure staff experienced equitable treatment. Recruitment records included important information about staff’s experience and cultural backgrounds. Staff had received training in relation to Equality, Diversity and Inclusion and told us they felt respected and valued at work.

The provider had clear responsibilities about the need of systems, their accountability and good governance. However, they didn’t always use these to manage and deliver good quality, sustainable care, treatment and support. Certain systems had not always been followed consistently, and some improvement was needed. For example, there needed to be more effective oversight of accidents and incidents and to record these more effectively. A more robust process was put in place during the assessment and this new process will take time to embed.

Other systems were effective for the oversight of other parts of the service to drive improvement. For example, spot checks on carers were regularly carried out. A business continuity plan included useful contacts and actions to be taken in the event of an emergency. Care plans were audited to ensure people’s needs were current and up to date. The provider also drew up an action plan of improvements and was working through this throughout this year and next.

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, staff and management worked in partnership with other agencies involved in people’s care which helped ensure they had consistent and effective experiences.

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.

The provider, management and staff were committed to learning, improvement and innovation. The provider has made good use of social media to help promote the service in the local community while also using it to engage people and staff in spreading awareness on special days commemorating different subjects. For example, highlighting the importance of overseas NHS workers, World Patient Safety Day and COPD Awareness Month.