Care Connexions UK 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.

This is the first assessment for this newly registered service. 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 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’s strategy and culture was supported by policies and procedures which reflected best practice in care and support. The feedback we received from staff showed they had a shared understanding of the service’s values and of their role in supporting people’s choices and rights. Staff were provided with opportunities to discuss care practice and regulatory requirements at regular meetings. Staff spoke about the importance of valuing people as individuals.

A staff member told us, “It’s a good team. [Managers] are always available and are always helpful.” Another said, “I can talk to my manager at any time. They are here a lot and they know what is happening.” One person said, “[Managers] know what they are doing and they have helped me a lot.”

Staff described the support they received positively and told us they could raise anything with the management at any time. Records of meetings and supervisions showed feedback was discussed with staff and solutions were mutually agreed.

Staff had all received equality and diversity training and felt they were treated fairly and equally. The provider’s equality and diversity policy and procedure reflected current best practice in relation to staff recruitment and support. Reasonable adjustments were made for staff, such as time off to deal with personal matters or for private study. A staff member told us, “They have been very supportive to me.”

Although the provider carried out quality assurance monitoring, this was not always consistently recorded. For example, where feedback was sought this was contained within people’s daily care records. People’s care records showed evidence that actions in response to feedback had been carried out, However, this information was not always easy to find and there was no systematic way of recording and monitoring these actions. This meant there was potential for actions not always being completed to ensure good outcomes for people. We discussed the use of template forms for recording quality assurance with the registered manager, and action to address this had commenced during the period of our assessment.

The registered manager engaged in networks promoting and sharing and best practice in care, such as Skills for Care, and local care provider networks. People’s care records showed the service had engaged with relevant health and social care providers to achieve the best outcomes for people.

The service worked proactively with other local provider organisations and the local authority to ensure people received the care and support they required. For example, they had made connections with local services to provide opportunities for people to participate in classes and activities they were interested in.

Staff told us they were asked for their ideas and suggestions to improve outcomes for people. They were supported to develop their skills and experiences where they wished to.