Favoured Health Care CIC

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. 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 culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

The provider had systems in place to record any incidents and accidents. These included recording these on the daily care notes.

The provider had systems in place to review any incidents that took place. The registered manager told us that care workers verbally informed the office of any incidents and also recorded these in the daily records which were reviewed periodically. The providers quality assurance checks included a review of any incidents and accidents that took place.

The registered managers used monthly staff meetings as an opportunity for learning for staff, providing feedback on any issues that needed addressing.

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.

The registered manager was experienced in the role and was aware of the requirements needed, including when to submit statutory notifications to the CQC and other key responsibilities of the role.

One person said, “Yes, the boss is easy enough to talk to, and she tries to be flexible. I haven't had any problems, quite happy with the whole situation” and “The manager is quite nice and has been okay.”

The provider had a culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

The provider had systems in place to record any incidents and accidents. These included recording these on the daily care notes.

The provider had systems in place to review any incidents that took place. The registered manager told us that care workers verbally informed the office of any incidents and also recorded these in the daily records which were reviewed periodically. The providers quality assurance checks included a review of any incidents and accidents that took place.

The registered managers used monthly staff meetings as an opportunity for learning for staff, providing feedback on any issues that needed addressing.

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 operated an equal opportunity recruitment process. The staff team were diverse and were provided support through relevant training and supervision to inform their knowledge and understanding of equality, inclusivity and fairness in the workplace.

The provider had clear responsibilities, roles, systems of accountability and good governance. They act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

The provider carried out regular audits including unannounced spot checks, feedback surveys, quality assurance meetings with staff, record keeping audits and other checks such as regular care plan reviews.

These showed that people were satisfied with the care they were receiving.

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.

Managers and staff told us they worked closely with various external health and social care professionals and bodies who they regularly consulted and welcomed their views and advice.

The provider had a culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

The provider had systems in place to record any incidents and accidents. These included recording these on the daily care notes.

The provider had systems in place to review any incidents that took place. The registered manager told us that care workers verbally informed the office of any incidents and also recorded these in the daily records which were reviewed periodically. The providers quality assurance checks included a review of any incidents and accidents that took place.

The registered managers used monthly staff meetings as an opportunity for learning for staff, providing feedback on any issues that needed addressing.