Complesso Healthcare Solutions Also known as Community Response Service

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 Requires Improvement. At this assessment the rating has changed to 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 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. Staff we spoke with told us they provided care and support while trying to add value to people’s lives, they told us they were supported to do this by a supportive management team as well as by the directors. One staff member said, “The management are good people, in fact the company entirely. You can contact anyone, get a reasonable response. I have recommended to people, friends and family.”

A member of the management team commented, “I really appreciate the aims and values. I feel really supported. Can pick the phone up and ring [name of director] if I need to. They offer advice, they know the people we support.”

The directors told us, and managers confirmed, they held a weekly meeting to provide direction and support to the staff team. This meeting included discussions around best practice, outcomes and updates, and new ways of working, the meetings also included an opportunity for managers to share positive or ‘good news’ stories about people who received support or the staff team.

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. People, relatives and staff spoke positively about how the service was managed. A relative told us, “I think the service is well managed.”

Staff spoke with enthusiasm about the support they received in their roles. One staff member commented, “Working for Complesso is fantastic, I feel fulfilled.” Staff told us they were supported to develop their skills and knowledge and shared examples with us of support they had received both professionally and personally. A manager told us, “The directors are happy to invest in whatever is needed for people. For example, if people are not yet in receipt of an income, the directors will help them out. They are really supportive.”

The were established systems and processes in place to ensure different levels of oversight and the management team had designated areas of responsibility to ensure clarity.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they were confident to raise concerns either directly with their line managers, or with the wider management team. One staff member told us, “If you have concerns about a person’s support, you don’t have to go to your own manager, you can discuss it with an independent manager. There is also a group of quality managers which help staff if they are raising concerns.” Another staff member said, “I am aware of the organisational chart, this makes it clear who I can go to. There is an escalation process, although I’ve not had a reason to use it.”

Managers told us there was a system of support for staff which offered opportunities for them to raise concerns if they needed to. This included a schedule of one to one meetings with staff as well as staff meetings, where staff could share feedback on any aspect of people’s support, or their role.

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 felt their contribution was valued by the management team and directors and their diverse needs were recognised and considered.

The provider collated information about people’s diverse needs from the point of recruitment and reasonable adjustments were made for religious holidays or cultural requirements. For example, managers reviewed working patterns for staff for whom Eid, Easter, Ramadan, Diwali, Hogmanay and Christmas were important, to try and make changes where possible to support them to celebrate. Additionally, staff members who required a specific place and time to pray while on shift, were supported to do so.

Staff received dignity, privacy and respect training, alongside equality, diversity and human rights prior to beginning their roles. This promoted the values of the organisation and encouraged a culture of equality and equity.

The provider had clear responsibilities, roles, systems of accountability and governance. However, although on the whole these were used to manage and deliver good quality care and support, there were areas of concern which the provider’s own governance processes had not identified. For example, quality checks had not identified the absence risk management plans for some people, or the lack of clarity around medication management systems. Also, the capacity concerns around decision making. Additionally, although people’s care records were regularly reviewed and audited, this had not identified the poor and undignified language sometimes used by staff when recording people’s care.

The management team acknowledged there were some areas for improvement and shared with us their plans to further develop their governance processes.

The provider understood their duty to collaborate and work in partnership. They shared information and learning with partners and collaborated for improvement.

We received mixed feedback from partner agencies. Where concerns were shared these were around the quality of people’s support, and staff skills in relation to providing support and recording it professionally. Other feedback was positive, with one agency describing how the management team responded promptly to any requests for information and how communication from the staff team was good.

The management team told us they were working with partner agencies to resolve concerns where they arose. They also told us where learning was identified in once aspect of the service, this was shared with managers across all services so improvements could be made to people’s care delivery.

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. One staff member told us, “I have been trained and have a quarterly review. When one person’s needs changed, I was retrained so I could support them well.”

Weekly meetings were held with the management team and directors to review the quality of provision across the service. These meetings were also used to review any alerts or concerns, to identify any themes or trends that needed to be addressed. A member of the management team told us, “If someone develops a need and we haven’t already got knowledge in this area, we will acquire the training."