Care Quality Services Shrewsbury

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.

This is the first assessment for this service after registering with a new provider. This key question has been rated 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.

People, their relatives and stakeholders were positive about the management of the service. One person said, “The management and office staff are very good. I can call them in confidence and they often come out to do check to see if things are going ok. I would recommend Care Quality Services to another person no problem.” A relative told us, “The management and office staff have been excellent. They have always been quick to respond if we’ve needed to cancel a call or change a time and they have always granted it. If my relative lands in hospital, we always keep each other in the loop and I can’t fault them. I would highly recommend Care Quality Services because there is a general concern for my relative’s care, it’s not just a job to them.” A stakeholder said, “I believe Care Quality Services provide a well-managed service within their remit, appropriately risk assessing service users and prioritising those with higher levels of need. I also have a positive relationship with the Registered Manager and have no significant concerns.”Staff spoke positively about the culture of the service and felt supported by management. There was a shared commitment to delivering safe, high-quality care. Staff understood their roles and worked collaboratively to achieve positive outcomes for people using the service.
 

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.

Staff felt supported and spoke positively about the management of the service. A member of staff said, “I am a valued team member, and I am supported by other carers and office staff within my team. I have regular feedback sessions where feedback is provided if necessary and if I have any information or questions that need discussing.” Another told us, “I feel valued and fully supported by my manager and senior staff members and I have regular supervision to update myself and also meetings to discuss the concerns and changes in care plans.” The registered manager was knowledgeable about issues and priorities for the service and of the people they supported. They understood their responsibilities and were supported by the provider enabling them to deliver good and effective care.
 

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

The provider and registered manager promoted an open and inclusive culture where staff could speak up, share feedback and discuss concerns without fear of repercussions. Staff were aware of and understood the provider’s policy on whistleblowing. Whistleblowing is a law that protects staff from being treated unfairly by their employer if they have raised genuine concerns about a person’s care. A member of staff said, “I feel able to raise concerns and discuss issues. Staff concerns are taken seriously, and I am aware that there are procedures for raising concerns, including whistleblowing where appropriate. Staff can share their views through communication with managers and the team.”
 

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 promoted equality, diversity and inclusion within the service. Appropriate policies and procedures were in place to support this, and the provider had systems to monitor their implementation. Staff had received equality and diversity training and demonstrated an understanding of the importance of treating people fairly and respecting individual differences. The provider also considered equality and diversity throughout its recruitment processes to help ensure fair and inclusive 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.

The provider had robust auditing systems in place and an internal auditing team to monitor the effectiveness of the service and drive improvements. Various auditing systems were in place, and timely action was taken if follow up improvements required. Regular audits of people’s care plans, medicine records, recruitment files and daily records took place. A stakeholder told us, “The company appears the be well-led and the manager has to report to the Regional Director regularly. There appears to be a good quality monitoring system in place.”
 

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.

Feedback from stakeholders was positive. One told us, “There are good communications with the manager and senior colleagues at Care Quality Services.” In our review of people’s care records, conversations with the registered manager and staff, we found the provider was in contact with relevant health and social care professionals to ensure people’s needs were met in a timely way.
 

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.

Processes were in place to ensure learning happened when things went wrong and examples of good practice to support further learning were shared with staff. The provider also had initiatives to recognise good practice through issuing awards and prizes to staff. Systems and processes supported ongoing learning and development, including regular training sessions, team meetings, and supervision for both staff and managers. Feedback from people, relatives, and staff was actively sought through surveys, with responses used to inform service development.