La Petite Concierge 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 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 68 (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 did not always have a clear shared vision, strategy and culture which was based on equity, equality and human rights, diversity and inclusion, and engagement. They did not always understand the challenges and the needs of people and their communities.

People we spoke with told us how their experience with the provider could be improved if the care call times could be more consistent and met people’s preferences. We identified care calls were not always provided at the agreed times.

Staff we spoke with told us their views were encouraged and they felt engaged with helping improvements to the service. The provider and management team worked closely and shared improvements they wished to make. Throughout this assessment the management team were transparent around challenges they have faced and were working through.

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.

People told us they knew who the registered manager was and had spoken with them. People told us they felt the registered manager was approachable. Staff we spoke with told us the provider and management team provided support and listened to them. One staff member told us, “I know I can always go to the manager if I need anything, always approachable.” Another staff member told us, “We are a good team, I enjoy working here.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People all felt they could speak up. People told us they would speak to the staff or management if they had any concerns. Staff were aware of ways they could speak up and told us they felt confident in doing so. Staff were aware of policies and procedures, this included whistleblowing.

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. Management were aware of staff’s individual experiences. Management matched staff to people’s needs. The provider was aware of staff’s protected characteristics and made workplace adjustments to support them. Staff we spoke with told us they believed they were treated fairly and free from discrimination.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Audits were not always effective in identifying themes and trends that may have been of concern. For example, reviews of medication records failed to highlight how often a person was using their ‘as required’ (PRN) medicines. As a result, this may have prevented any further assessment to understand the underlying reasons for their frequent use of PRN medication. Essential health and safety information was not always obtained. For example, certificates for lifting equipment.

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 were supported by staff and the management team to engage with their local communities and partners. This included GP’s, District Nurses and others involved in their care and support. This supported people to remain in control of their own care and supported their own independence.

As part of our assessment, we gained feedback from the local authority. The local authority worked well with the provider, one professional told us, “We visited the provider and I was particularly impressed with the level of training that they offer the carers and the ongoing support. There were some areas in the documentation that could be improved but overall, I felt the systems they had in place and the monitoring of care offered were in place.”

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.

Where accident or incidents along with any concerns were shared with the provider, these were circulated throughout the provider, management team and staff. Where the provider recognised they could not meet a person’s needs, they were open and honest with the local authority immediately to ensure the person’s care was not impacted. The provider would reflect and complete a lessons learnt process.