Caring 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 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 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 leaders of the service had a good knowledge of the provider’s vision and values for the service. The registered manager told us, “The vision for the service is trust, compassion and care.” Staff also demonstrated they understood the vision and values of the service. People and relatives were happy with the service provided. One person told us, “This is a service that does what it says it will I am very happy I am looked after very well”. A relative told us positive experiences of staff supporting their relative, “They have been excellent and I can’t fault them. They have been exceptional.”

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.

Leaders understood the context in which they delivered care and support and embodied the culture and values of their workforce and organisation.We received positive feedback about the leadership of the service. A staff member told us, “It is a brilliant company to work for. Management is approachable, the operation team is very nice, they are kind and polite and they listen to us.” Another staff member told us, “Carers feel privileged. On Christmas we have a party and get presents. All carers feel respected, we feel special. Speech from directors is beautiful words with appreciation for carers.” A relative told us staff and leaders communicated with them, “Very well. The whole office not just the carers.”

Partners told us “The management team showed exceptional knowledge of individuals and their care needs, often recalling details from memory. This reflects a high level of attentiveness and commitment.” Service managers had strong links with the commissioning team and were confident to request their input if required.

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

The provider had effective systems to support staff in raising concerns, including a clear whistleblowing policy. Staff told us they were aware of these processes and felt confident to use them. There was an open and transparent culture within the service, where staff felt able to speak up and were listened to by managers. The provider had designated safeguarding roles, including a safeguarding lead and safeguarding champion, which reinforced the importance of raising concerns. Staff demonstrated a good understanding of how to escalate issues. Regular staff surveys were distributed, giving staff additional opportunities to share feedback or raise concerns to help improve the service. One staff member told us they had raised a concern with the management team and it was responded to and managed appropriately.

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 a policy to support equality and diversity. The policy ensured all staff worked in an environment which was free from harassment and discrimination. The policy set out how staff would receive equal treatment regardless of their protected characteristics in all aspects of their employment.

Staff told us they felt valued, supported, and worked as a team, describing a positive and inclusive workplace culture. These values were supported by a consistent approach by the registered manager, regular supervisions, and staff meetings.A staff member told us, “Everyone is treated well and equally.”

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.

Although systems were in place to assess, monitor, and improve the quality and safety of the service, further improvements were needed. The provider operated an audit system which was routinely reviewed by the service’s quality team. However, the outcomes of these audits were not always acted upon in a timely or effective manner. For example, audits had identified care plans were not consistently updated following incidents such as falls. While these issues were escalated through internal processes to prompt review, required changes had not always been implemented.

The service’s internal governance arrangements had not identified gaps such as missing falls risk assessments or the absence of person‑centred care plans. Additionally, we found a safety concern relating to a person prescribed ‘as required’ medication for constipation, where there was no associated care plan, risk assessment, or evidence of bowel monitoring.

Despite these shortfalls, the registered manager was proactive and responsive when concerns were raised. They took immediate action to review, amend, and update all relevant care plans to address the issues identified. The provider also told us additional governance checks would be implemented to drive improvement.

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 and staff demonstrated they understood the importance of working collaboratively with other professionals, were receptive to feedback, and welcomed suggestions for development. The registered manager told us about the reablement project which provided positive outcomes for people to lead independent lives with minimal support. Partners spoke highly of the service provided by Caring Care.

There were a range of monitoring and audit tools to assess and monitor the delivery of care and support to people. However, the audits did not identify all the concerns mentioned in the report. Some opportunities for learning were missed as audits were not consistently identifying when improvements were needed.However, the provider was responsive and open with the assessment process; they listened to our recommendations and demonstrated a willingness to learn and improve.