Cinox Healthcare Ltd

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. 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.

Policies were in place covering equality and diversity, and the registered manager was able to tell us how they met the needs of both staff and people with regard to this. For example, people were supported by staff with a shared cultural heritage who were able to speak the same language as them. The staff rota was reflective of staff’s needs.

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 was also the owner of the service. They told us they had an open-door policy, telling us, “My staff have free access to me. I am easily available.” Staff confirmed this was the case and told us the registered manger was supportive. Staff were provided with training and 1:1 supervision to help them develop in their role. A member of staff said, “I have done 2 supervisions since I started. We talked about the job, the clients, how to support them better.”

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

People and staff were able to speak up. There were systems in place to facilitate this, such as a complaints procedure. Staff team meetings were held which gave staff the opportunity to raise matters of importance to them. The provider carried out spot checks, which gave people the opportunity of speaking with them.

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 had a policy in place on equality and diversity to guide practice in this area. Staff told us they were treated fairly by their employer. Staff recruitment was carried out in line with good practice as regards equality and diversity.

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.

Various quality assurance and monitoring systems were in place. For example, the registered manager carried out unannounced spot checks. These covered areas including staff punctuality, record keeping and how well staff understood the needs of people. Monthly staff meetings were held so areas of good practice could be shared. The registered manager told us they carried out telephone monitoring calls with people and relatives. We saw records of this which contained positive feedback. A relative told us, “There was a time when [registered manager] called to do what they called feedback. They asked about the carer and if there were any improvements we need and we said everything is OK.”

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 provider worked collaboratively with its staff, people who used the service and their relatives. Staff were kept up to date with developments through team meetings and 1:1 supervision meetings. People and relatives were involved in developing their care plans and they had regular contact with the registered manager. The registered manager said so far there had not been a need to work in partnerships with other health and care agencies, but told us, “We have not had a need for that, but if the client had a particular need we would make a referral.” The registered manager did attend a providers forum run by the local authority where they were able to discuss relevant matters with other local care providers.

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.

Staff received training to help them develop in their roles. The registered manager told us they were implementing new electronic systems to help improve the running of the service, for example, in ensuring policies and procedures remained up to date. The registered manager told us they had recently introduced a staff incentive practice whereby staff received gift vouchers in reward for good punctuality. They said this had helped to improve overall punctuality. They also told us they planned to introduce surveys of people and staff once they had been providing care for a few months.