3D Healthcare Solutions 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 71 (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.

There was a positive culture of support in the service which focused on person-centred care and support. The manager was clear in their understanding of the organisational values and led by example and expectation.

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 manager demonstrated they had the knowledge and skills to lead the service effectively. The manager knew people well, and supported staff positively. We received only positive feedback about the manager from relatives. One relative told us, “They always call me to let me know if there is going to be a change, and the reasons why. They tell me the process they go through to make those decisions, to make sure it’s the right decision.”

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

Staff understood the organisation’s whistleblowing policy. They expressed confidence in reporting any concerns should the need arise.

Staff told us that they felt confident to raise concerns or potential issues about the way care was provided within the service to both the local authority and CQC.

A staff member told me they felt comfortable speaking with the local authority or CQC if they felt it necessary to do so.

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 reported feeling valued and supported management team. Additionally, the organisation had a diverse staff team, representing a range of cultural backgrounds.

The provider did not always have clear responsibilities, roles, systems of accountability orgood governance. They did not always act on the best information about risk, performance and

outcomes, or share this securely with others when appropriate.

The provider’s audits and checks in relation to monitoring potential hazards within the care environment and the safe management of people’s medicines required improvement. While the related concerns we identified during our assessment were addressed by the manager, the provider’s existing audits and checks were not sufficiently robust at the time of our assessment.

Governance processes were in place and the manager reviewed and audited all aspects of the person’s home including medicines administration processes, accidents and incidents and health outcomes for people. The provider carried out regular checks and reviews of the service to ensure there was a consistent level of quality and people’s needs were being met appropriately.

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 closely with professionals and external partners to ensure joined up care. People regularly accessed professionals for support including the dentist and the GP. Relatives told us they were informed of their loved one’s appointments and invited to support them when possible and appropriate and always contacted if the person was unwell. People were supported to be part of the community through accessinglocal facilities and activities in their local area.

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.

The provider supported learning in the organisation through, for example, review meetings with people using the service, relatives, and staff members. The provider actively encouraged an inclusive culture, inviting feedback on the service from people, their relatives and staff to drive improvement in the service.

Staff said they were given information about additional external learning opportunities, of potential benefit to their current role and people’s care, if they requested this.