Caring Care 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 68 (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 had a positive vision for the company and had plans in place to manage changes to service demands. The registered manager told us, “Every single member of staff is passionate about putting people first, it is what we are about, a good quality care service is what we want to achieve.” Partners spoke highly of the service. People and their relatives were happy with the service they received and spoke positively about their experiences. A person told us, “I would recommend them. I have left a review on their web site, and I have phoned the office praising the staff.” A relative described staff supporting their relative as, “Respectful and exceptional.” Adding, “I would highly recommend them to anybody looking for a care agency.”

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. Systems were in place to manage the service and check on people’s care delivery, however some of the leadership team were not consistently using these. The registered manager took immediate action to address this and implemented a series of additional audits to ensure all processes were followed. Leaders had access to support, mentoring and training. Staff spoke highly of the leadership team. One staff member told us, “I've been working with them nearly 10 years, it feels like a family. All the staff and the wonderful and the managers are supportive. We support each other. It’s the best company to work for.” A relative told us, “I have a good relationship with the office.” Another relative told us, “I want to keep [person’s name] at home, and I couldn’t do that without the support from Caring Care Ltd.”

The provider fostered a positive culture where people felt they could speak up, and their voice would be heard. The provider had systems in place to ensure staff were able to raise any concerns. Safeguarding champions were in place and there was a whistleblowing policy which staff understood how to use. The provider encouraged an open and transparent culture which supported staff to raise any concerns they had. A staff member told us, “If something is wrong, we will speak to the office every time. We tell the office if there are any changes to people's behaviours. I have not had to raise a concern regarding staff or people being unsafe.”

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. There was an equality and diversity policy in place, and the registered manager could share examples of how people and staff were supported using the ethos of this policy.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate. The provider had a quality team in place and systems to check on the quality of the service people received. People told us they had regular feedback opportunities. Some governance systems were not robust enough to ensure care plans were detailed, accurate and person centred, and relevant assessments and risk management was in place. The registered manager took on board the feedback from the inspection and implemented additional governance checks to ensure this was addressed. We will check the progress of these audits at our next inspection. Other audits were effective in identifying areas of improvement and the live monitoring ensured people had their needs met.

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 registered manager was able to share examples of how they had worked in partnership with other agencies. For example, a new reablement pilot, had been introduced which was showing positive results for people with a very small number needing to go on and have ongoing support and the service was receiving up to 5 compliments a week about the success of the service. Partners were complimentary about how the service supported the local care economy and could give examples of positive outcomes for people who had received support.

The provider did not always focus on continuous learning, innovation and improvement across the organisation and local system. They did not always encourage creative ways of delivering equality of experience, outcome and quality of life for people. They did not always actively contribute to safe, effective practice and research. The provider had systems in place to learn when things went wrong and shared this learning with staff and made improvements. Some opportunities for learning were missed as audits were not consistently identifying when improvements were needed. The registered manager took action to address this and implemented new checks to ensure learning was drawn from all processes going forward. Partners told us the provider was keen to learn and looked for continual learning opportunities.