Caring Partnership 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

We looked at 7 quality statements in this domain. There were appropriate auditing systems in place to monitor the service and to provide oversight for the management team.

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 management team told us the actions they took to ensure staff were engaged in shaping the values of the service. The registered manager was clear on what high quality care looked. They were involved in the care delivered and knew about people's needs and preferences, and how to support staff to deliver care to people that was centred around their needs and preferences.

Staff meetings were taking place and relevant aspects about care and the management of the service were discussed and clear direction given to staff. People and relatives shared positive feedback about the care received.

The registered manager was passionate about her work with people, staff and the care that was being provided. They told us, "I am passionate about giving back to the community, the people who are receiving this service to and we want them to have a good experiences of care." The management team explained us how they organised the rotas and managed staff in a way that ensured staff achieved a good work - life balance. Staff told us they enjoyed working for the service and were able to meet other responsibilities and interests outside work. Staff told us they felt confident in speaking with the management team, and any issues raised would be listened and acted upon.

There were processes in place to ensure staff met together to discuss relevant aspects of their roles through meetings and training. This gave them the opportunity to share ideas, raise questions and discuss areas of concern.

Staff felt confident in raising any concerns with the management team and felt that they would be listened to.

There was a complaints process in place and the registered manager was able to explain us the steps they would take if they received a complaint. There were no records of complaints received by the service. People and relatives told us they did not have complaints about the service. They told us when they had raised any issues or areas for improvement, these had been quickly acted upon and it had not been necessary to escalate to a complaint. There was a whistleblowing policy and procedures in place.

The management team explained how staff's wellbeing was an essential part to ensure the delivery of high quality care.

During this assessment, feedback from staff indicated they felt supported. Staff were offered regular supervisions, appraisals and spot checks. In addition to this, staff were also offered welfare meetings where the focus was on staff's personal wellbeing and work life balance. There were regular newsletters sent to staff with relevant information about achievements from staff, the positive impact care was having on people having meaningful and fulfilled lives, as well as raising awareness about day commemorations for specific health conditions or protected characteristics.

The management team carried out audits of the service they provided to identify areas for improvement. Staff told us managers carried out spot checks and ensured they were following good practices. A staff member told us, "We have spot checks, these are unannounced."

There was a system of regular audits in place including care records, medication, training. When issues were identified, these were acted upon in a timely way. The management team sought feedback from people using the service and staff, and used this to make changes to how the service was managed. There was an on call system in place that was accessible to people, relatives and staff and this was regularly used. The registered manager gave us example of how a recent issue had been identified with how the on call system was being managed, and the changes put in place to improve this system. There was a contingency plan in place, which included a specific client contingency place, were main risks were identified and a plan was in place to manage risks linked to delivery of care. There were relevant policies and procedures in place and these were being followed.

We did not receive any feedback from people about this quality statement for this assessment.

The registered manager gave us several examples of how they worked well with other stakeholders.

Partners told us they worked well with the provider.

There was a system in place to enable the registered manager to make referrals to appropriate external agencies or professionals to meet the needs of people. The provider had established good networks and partnerships with a range of stakeholders, including local authorities, commissioners and health and socials care professionals.

The management team told us how they used information gathered during audits, spot check, accidents and incidents or feedback to make changes to how the service was managed. Staff told us they felt confident to make any suggestions and share any issues, and told us management were receptive to their feedback.

There was evidence that learning from incidents and quality assurance issues identified were being used to improve the service provided. The management team sought feedback from people using the service and staff, and used this to make changes to how the service was managed.