Casbrook Home Care Limited

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 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.

The manager had a clear vision for the service. They told us the service prided itself on providing person centred care to people within their local community. The provider was very clear and transparent about what they could manage and aware of the challenges associated with care delivery in more rural areas. They had carefully planned when taking on new care packages to concentrate on delivering care in nearby areas, staff were familiar with. The manager had a clear directive around the breadth and complexity of people’s needs they were able to accommodate. They had made responsible decisions to focus on delivering care services where they were confident that they could meet people’s needs.

Staff told us leaders were supportive, responsive and professional. They told us senior staff took a ‘hands on approach’. This meant they understood the challenges staff faced, which promoted a positive team ethic.

The provider had inclusive leaders at all levels who had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

There were clear roles and responsibilities within the leadership team. This was reflected in the systems in place to promote effective oversight of the service. Leaders were professional and good role models for staff. One staff member told us, (My line manager) is supportive, accommodating and actively listens to what I have to say”. The manager demonstrated a desire to learn and develop their professional skills. They were completing further qualifications in health and social care and qualifications to teach staff. They had signed up for alerts from CQC and Skills for Care. This helped them to keep up to date with changes related to the care sector. They had also applied to CQC to register as manager. This application was in process at the time of the inspection.

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

Staff told us they were comfortable raising issues to senior staff and they felt their concerns would be addressed. There were policies and procedures in place around whistleblowing, which helped to ensure staff understood how and to whom they could raise concerns. Senior staff were in regular contact with staff through working alongside them, supervision, spot checks and team meetings. This helped to promote open and trusting working relationships.

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 had policies and procedures in place to promote workforce equality and diversity. Staff told us they were treated fairly at work, and they were happy with the support they received in their role.

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

There were effective governance processes to oversee quality and safety. This included live monitoring of care visits, care tasks and medicines administration. Senior staff completed audits of care plans and care notes. This helped to ensure care was being carried out as planned. The manager completed periodic in person and telephone reviews with people. This helped to gain their feedback about care and identify where improvements were needed.

The provider had a strong commitment to promoting effective information governance. There were processes to ensure records were stored securely and only accessible to appropriate individuals. They could immediately restrict access to the electronic care planning system. For example, if they received a safeguarding alert and they needed to ensure an individual could not access people’s confidential information. This reflected that information governance systems were thorough and robust.

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’s office was located in the local town centre. The provider had frequent visits from people, relatives and staff. The manager told us they encouraged this, as it promoted a sense of belonging and community spirit, consistent with the providers values.

The provider focused on continuous learning, innovation and improvement across the organisation.

The manager told us how the provider had developed their own electronic care planning system. They said there were plans in place to improve its performance and functionality. This included making changes to how medicines administration was recorded on the system, to aid more effective oversight.

The manager planned to improve learning opportunities and staff engagement, by increasing the frequency of team meetings and supervisions. They said this would enable staff to take an active role in driving improvement. Since taking over as manager, they had prioritised reviewing and improving operational tasks, such as auditing processes. The manager told us this was in response to identifying some shortfalls. This work had helped to improve oversight of the service and promote good quality care.