Winserve Care Services

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 requires improvement. At this assessment the rating has changed to 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 provider had a statement of purpose which included information about the service’s 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 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 managers acted with honesty and integrity and applied duty of candour as and when required.

Audits and spot checks on culture and quality of care were conducted regularly and appropriate action was taken in response to concerns.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard, systems were in place for people to speak up and for their voices to be heard which enabled people to raise any concerns they may have without prejudice. People and their families felt that if they raised an issue they would be listened to. Staff we spoke with told us they received supervisions and team meetings that gave them the platform required should they wish to raise anything.

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 valued diversity in their workforce. The provider had an equality, diversity and inclusion policy. They made reasonable adjustments for staff in relation to any protected characteristics they might have.

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.

At our last inspection we found the provider needed to make improvements to their governance systems. At this inspection we found some improvements had been made and were no longer in breach of regulation. Whilst the provider had been carrying out reviews, a specific template had not previously been in use. However, the provider had since developed a formal review template, which outlined each section of service users’ care plans, to ensure a robust review. The registered manager told us this would be used moving forward. People told us they had not received any formal reviews. People said, “ We did a care plan originally with the manager and said what we wanted. The plan and needs are changing. Small changes though. Not had a change (care plan) formally. No formal review since using them for about six months ” and “At the beginning we did a lot of communicating and it was reviewed a many good years ago. Not since then or recently” and “My care is sufficient for me at the moment. If I needed more help, then I could ask the carers or management.” However, people did not say they had any concerns around their care plans. Staff told us any changes were disseminated down to them and care plans updated.

The provider had introduced an Electronic Medication Administration Record (eMAR) system and a digital care record system, to ensure good governance. Further improvements had been made to improve ways of working, to better identify, review and manage risk. For example, medication audits, recruitment of an experienced care manager, a robust staff on boarding process, staff spot checks (including medication), enhanced staff training and competency assessments and access to GP Connect enabling secure and real-time access to service users' GP medical records.

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 and leaders attended various forums, reinforcing the provider’s commitment to collaborating for improvement.

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.

The registered managers kept up to date with local updates. The registered managers analysed incidents and accidents to identify themes or trends to reduce the risk of avoidable harm. For example, in relation to falls.

The service had introduced an electronic system to improve their care planning and care records. The service had introduced electronic (eMAR) which helped staff monitor discrepancies and medicine errors more effectively. The service had adopted different information technology (IT) Systems to improve service delivery.