Crestar 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.

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 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 provider, who was also the registered manager, had a clear vision for the service, which was reflected in the statement of purpose and the service user guide accessible to people using the service. The staff team was diverse, and staff confirmed there was a strong emphasis on equality and diversity, which was evident in the care and support provided.

People told us they received care and support the way they preferred. Staff highlighted training and development were a priority, as the registered manager aimed to maintain high standards of care.

Discussions with staff and the registered manager confirmed regular staff meetings were held. One staff member said, “Staff meetings are very informative and help us with our work and inform us of any changes in people’s care needs.” Staff also told us regular one-to-one supervision sessions provided feedback on their work performance and identified future training needs. Routine spot checks were carried out to ensure people received care and support as planned.

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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 was managed by a registered manager and a care manager, both of whom were experienced in their field and demonstrated a good understanding of people’s assessed needs. The registered manager was committed to providing a high standard of care, which was evident through their strong focus on staff training. At the time of this assessment the registered manager was not providing a service for people with a learning disability, autistic people or children. However, the registered manager ensured staff had received the necessary training. This ensured the staff had the skills and competency when supporting this group of people. Further discussions with the registered manager confirmed their understanding of Right Support, Right Care, Right Culture.

Staff told us they felt included in decisions relating to changes within the service through one-to-one supervision sessions, team meetings, and routine spot checks.

Safe staff recruitment procedures ensured individuals were suitable to work with people. Induction and ongoing training equipped staff with the necessary skills to provide safe and effective care and support.

People who used the service told us they received routine telephone calls from managers to check if they were happy with the care provided. A relative told us they had recently received a quality assurance survey and expressed satisfaction with the service their family member received.

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

People were confident any concerns they had would be listened to and acted upon. One relative told us they had raised concerns with the registered manager and were pleased with the action taken to resolve them. They said, “Things have really improved.”

Staff told us they had many constructive discussions with managers. Although, they did not always agree, the main emphasis was on ensuring people received the right care and support.

Both people using the service and staff had access to various forums to voice their opinions, including surveys, meetings, and one-to-one discussions. Staff were also aware of other agencies they could liaise with such as the local authority safeguarding team.

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.

People received services from a workforce diverse in culture, experience, and skills, which contributed positively to service delivery.

Staff reported they were treated fairly and had equal access to training and development opportunities.

Accidents, incidents, and complaints were recorded appropriately, and there was evidence of actions taken to resolve them.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support.

The registered manager and care manager demonstrated a strong understanding of their roles and responsibilities. They were able to show systems and practices promoted good governance.

Staff reported feeling well supported in their roles and confirmed they received adequate training to deliver a safe and effective service.

The care manager routinely monitored the staff training matrix to ensure all staff maintained up-to-date training. They also reviewed care plans and risk assessments to ensure care delivery remained appropriate to people’s current needs and we saw evidence of this.

We observed evidence of audits, spot checks, and surveys being carried out to monitor service quality. We reviewed surveys distributed to people who used the service and saw the feedback from these surveys were positive, with 1 person stating:“Crestar has always been excellent from day 1. They are very understanding and caring.”

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.

People received a combined service, as the registered manager worked jointly with other healthcare professionals, the local authority, relatives and advocates. Care records provided contact details of other agencies involved in the individual’s care.

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 and effective practices.

The management team undertook weekly meetings to keep abreast of the service delivery. People who used the service and staff had a say in how the service was managed. Ideas and opinions were obtained via discussions and the distributions of surveys to people who used the service. Staff told us they felt opinions shared during meetings were listened to and taken on board. The registered manager told us they attended and listened to the Care Quality Commission’s webinars. They informed us they were a qualified mental health nurse and kept up to date with their revalidation to maintain their personal identification number (PIN). They were also a member of the Chartered Managers Institute and West Midlands Association where providers are given up to date information on the Home Office and the Department of Health and Social Care.