Train2Care Academy

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 manager told us there were currently no plans to expand the care and support provision, as maintaining the quality and safety of care remained a priority. The registered manager said, “We do not want to increase pressure on ourselves and our staff by taking on [care] we may struggle with.” This showed leaders understood the service's capacity and was focused on delivering good quality care to the people currently using the service.

There was a positive culture of collaboration within the service. People and staff told us they felt listened to and were able to communicate openly with the registered manager. Feedback was sought from people and staff, and where relevant, would be discussed and reviewed at staff meetings. This ensured people’s care plans remained person-centred, and reflected on people’s current care preferences.

The registered manager ensured all staff received the training and support required to carry out their roles effectively. All staff had completed mandatory training, including topics relating to equality, diversity and human rights. This helped office, as well as care staff understand their responsibilities. This ensured the registered manager was able to promote a culture where people were treated with dignity, respect and fairness. Staff demonstrated an understanding of the importance of delivering safe care and treatment that reflected people's individual needs and rights.

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 thought the registered manager had the experience and skills to manage the service effectively.Staff told us they could contact the registered manager whenever required for additional support if required.

The provider insured all new staff employed were recruited safely in line with fit and proper persons requirements. All staff told us they had received an induction upon starting their employment, and they had ongoing support by way of meetings and supervisions.

The provider had a range of guidance and policies in place to support staff ensure support given was safe and effective. Audits and reviews of the service appeared to be effective in ensuring the service ran well.

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

The registered manager told us about a ‘Shout Out’ policy, this is aimed to encourage staff to call and reach out, to be honest with their feelings. Staff told us they are actively encouraged to speak up, share ideas or concerns, in staff meetings, supervisions, or on the teams call chat as required. Issues of confidentiality, staff said they are confident to approach the registered manager as required with this.

We reviewed minutes of meetings which showed staff were given an opportunity to speak and share ideas and concerns. Staff feedback confirmed this.

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. Staff told us they were treated fairly and had no concerns about their own treatment or that of their colleagues. Staff had access to training, which included bullying and harassment.

All care staff had been working with Train2Care Academy in excess of 5 years at the time of the assessment. The registered manager told us they knew the care staff very well and would gather feedback from them often either in staff meetings or individually.

The registered manager said, “[Staff] have a feedback form…however, this is only a tick box, so I rely on conversations with [staff] when people do not actually realise they are giving feedback so emotions are unfiltered.”

A member of staff said, “My manager supports my wellbeing by holding regular one-to-one catch-ups where I can talk openly and I feel heard. The atmosphere is positive, friendly and supportive. Training and continual professional development is also offered.”

One staff member said, “My workplace has a fair and inclusive culture. Staff are treated equally and are given the specific support they need to do well. Equality, diversity and inclusion workshops are often available.”

Staff had access to training in equality and diversity and inclusion and personal development. This ensured all staff recognised what a inclusive and fair culture looked like, and improved equality for all staff.

The service had a complaints policy in place, so staff knew what steps to take if they needed to make a complaint externally. Staff told us they were confident if they raised any concerns these would be dealt with appropriately.

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.

The registered manager had measures in place to support staff. This meant staff understood their roles and what they had to do to support staff effectively. Care plans contained clear instructions for staff to follow. Staff told us they thought the service was well led and managed. One staff member said, “Yes, I feel able to raise concerns with my manager or openly in the office.”

The audits and spot checks in place were effective in ensuring good quality care was being delivered. The registered manager had a good oversight of what was happening in the service. They were aware of all the people using the service, and all the staff supporting them.

The service had robust business continuity plans in place, so in the event of an emergency, staff would be able to deliver support to people relying on them.The registered manager was aware of the duty to submit required statutory and regulatory notifications to CQC and/or the local authority.

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 registered manager worked a range of external agencies to support the delivery of high-quality care. These included a care managers' forum, where registered managers met to discuss challenges, share learning and seek advice from peers. The registered manager also attended meetings with a local authority adult learning and safeguarding team on a monthly basis. This ensured they were informed about local developments, guidance and best practice.

The registered manager was a member of a local mental health network. Being part of this network involved sharing learning from case studies, and discussing and finding solutions to emerging issues. The registered manager told us involvement in these groups supported continuous learning and enabled the service to work effectively with partner agencies.

Staff told us they worked well with external agencies such as the local authority, GPs and hospitals as required. This ensured people received care in a responsive way. This demonstrated a commitment to collaborative working and helped ensure people received coordinated, person-centred support that reflected their needs.

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 had a good understanding of how to improve the service, to ensure people continually received a good quality of care.

All staff, including those that worked in the office had to complete continual professional development relevant to their role. Staff told us they could develop their skills and have access to the training required to support people well. One staff member told us, “I have access to several learning opportunities to develop my skills such as regular external refresher courses on core topics like safeguarding.”

Training records demonstrated staff had access to relevant training supporting them to meet people’s needs.