Cinox Healthcare – Shaftesbury Office

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 service. This key question has been rated 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 provider’s vision and culture were shared with staff in the staff handbook and clients in the client handbook. All staff worked in collaboration to ensure a quality service for the people.
The registered manager ensured staff delivered care in line with those values during regular spot checks and supervision sessions. Staff showed a strong understanding of the shared direction, demonstrating it was well embedded and effective.

The management team operated an ‘open door’ policy where people, relatives and staff could speak to them at any time to ensure there was an open culture where concerns could be raised and acted upon.
 

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.

The registered manager was passionate about their role, was approachable to both staff and people and enabled their team to provide good quality person-centred care. Regular team meetings and supervisions provided staff with an opportunity to discuss the service and people’s support needs. They were open and did not hesitate to share, on a need-to-know basis, information about the service performance. They were pro-active in seeking people’s views through regular personal contact and user surveys.
Feedback about the management team we received from staff, people and their relatives was positive. People and relatives’ comments included, ‘They are fine, [Manager] is lovely’ and ‘I think it is well managed’. Staff comments included, ‘There is always support from the manager’.
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
A whistleblowing policy was in place that included details on how to raise concerns, which allowed staff freedom to speak up. Staff feedback was also sought as part of supervisions and staff meetings. Whistleblowing is the act of reporting wrongdoing, misconduct, or illegal activities within an organisation.

Staff felt able to speak up and they felt confident they would be listened to. One staff member said, ‘I feel the manger is a good listener and always responds to every question you put to her’. There was a clear culture based on openness and transparency. People told us they felt able to speak up to the service if needed.
 

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 an equal opportunities policy in place. Staff had received training in equality, diversity and inclusion to help them understand protected characteristics, bullying and harassment.
Staff felt supported and valued by management. The manager engaged with staff to involve them with running the service. Management ensured equity of opportunity and experience for the workforce within their place of work, and throughout their employment. Staff felt they were treated fairly and with respect. Comments from staff included, ‘The management is good, and they support and appreciate us, sometimes the manager sends us messages to appreciate our effort, and also during meetings too’, ‘The management of Cinox Healthcare is good and I feel supported’ and ‘The management at Cinox healthcare supports me and also appreciates me, they call me on my birthday, give me Christmas vouchers and inform me about clients positive feedback about me’.
 

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 provider had clear systems for oversight and quality monitoring. There were various quality assurance systems and checks in place. These included audits on care notes, care plans and medication. These had been mostly effective; however, we found examples where medication audits had not reflected clear analysis when medication had not been given. The provider responded positively to our feedback and immediately rectified all shortfalls. They told us how they would improve their audits.

There was evidence of a positive culture and commitment to improvement, and any issues were resolved immediately. There were plans in place for business continuity in case of emergency or natural disasters, such as adverse weather events. The provider ensured there were sufficient resources and contingency planning was in place to ensure smooth care delivery for people. The manager had a good understanding of CQC requirements, in particular, to notify us, and where appropriate the local safeguarding team, of incidents including potential safeguarding issues, disruption to the service and serious injury.
 

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 service worked in partnership with a range of health and social care professionals and the local authority. Records showed this included people seeing GPs and community nurses. The management team and staff understood the importance and benefits of working with other professionals.
The provider accessed the Dorset Care association for resources and intelligence to enhance learning which was shared with the wider team.
 

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 service actively sought the views of people using the service, their families and carers in developing and evaluating improvement. They had a service improvement plan with key objectives to strengthen quality and safety, improve outcomes and experiences for people who use the service and support and develop staff.
Comments from the recent completed satisfaction surveys were positive.