Crystalline Business 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 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 management team were committed to providing high-quality personalised care that met people’s needs, and this ambition was shared amongst 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. They did so with integrity, openness and honesty.

The registered manager had built relationships with staff, people and their relatives. Staff, people and relatives felt comfortable speaking to the registered manager and told us they were accessible and approachable. One staff member told us, “I have a supportive manager. She makes herself available to us if we need help with anything. She has supported me about how to cope with complex clients and supported me emotionally.” Another staff member said, “I can call the manager and tell her if there are any problems. They’ll be happy to help.” One person told us, “I do know who the manager is and I find her easy to communicate with and talk with.”

The registered manager was aware of their responsibilities under the duty of candour and apologised when things went wrong. These were used as opportunities to improve practice. The registered manager was aware of their CQC registration responsibilities and submitted statutory notifications about key events as required.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt comfortable speaking up. A whistleblowing policy was in place. A staff member was also identified as a representative to support staff to speak up should they require assistance speaking to a member of the management team. A staff member said, “We always have team meetings. If anything isn’t right, we are free to speak up about any concerns. We can also speak directly to manager if we have concerns about any aspect of the job. There is an open door for us, and I feel free to speak up.”

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. Policies and procedures were in place to ensure staff worked in an environment that was free from discrimination. The registered manager welcomed diversity in their workforce and provided support to their staff team. The provider promoted an inclusive and fair culture by embedding equality and diversity into everyday practice.

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.

There was a comprehensive governance programme in place including completion of audits, spot checks and obtaining feedback from people about their experiences of care. A staff member told us, “Managers will attend care calls unannounced. They may ask the clients to provide feedback about the support they receive and encourage them to speak about any concerns or changes they may like.”

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.

Staff worked well with others and the management team participated in the local authority’s provider forums and had built relationships with other care providers to share ideas and experiences.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The provider had worked hard to improve service delivery. The management team had been working with the local authority to improve practices and streamline the management records. We found that the required improvements had been made, and the management records were well maintained and accessible. This included clear oversight of training completion, migration from paper to electronic records, and better oversight of key performance data.