Tapera 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

The service had a clear governance document in place that described its goals and objectives. Members of staff had access to an employee handbook that contained the organisations policies and procedures. Staff were supported through an induction programme when they joined the organisation. The registered manager was passionate about their service and the quality of care. They maintained a practical presence in care calls to ensure continued provision of high-quality services. The service had an equality, diversity and inclusion policy in place which recognised that an inclusive and fair culture can be achieved by improving equality and equity for people who work for the organisation. There were clear governance systems and processes in place in the organisation.

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 registered manager was accessible to staff and worked to create good morale in the organisation. There were regular team meetings and clinical support discussions.

The provider had a document in place which included the company vision and values. Staff were aware of these values and upheld them. New starters were supported through an induction programme when they joined the organisation.

The registered manager was passionate about their service and maintained a practical presence in care calls to ensure provision of high quality services.

The registered manager had been through the CQC registration process and demonstrated they were credible to lead effectively. They did so with integrity, openness and honesty.

The registered manager provided regular opportunities to listen to feedback from people and staff and took action to drive improvements.

There were policies in place on whistleblowing and staff were aware of how to whistle blow should the need arise. There was a staff handbook in place which supported staff to speak up and speak out.

Members of staff were well supported and there was a fair and equitable culture in the service.

The service had policies in place that recognised an inclusive and fair culture could be achieved by improving equality and equity for people who worked for them. The registered manager was committed to equality and diversity in the workplace.

The service used an electronic information management system to record care notes, incidents, accidents and lessons learned. The registered manager used anonymised examples and scenarios to develop learning and improvement in the quality of services provided.

There were clear governance systems and processes in place in the organisation which ensured the delivery of safe and effective care for people. The registered manager and staff had clear roles and responsibilities. Staff had supervision meetings to discuss their work and clarify any issues arising. The provider had effective processes for monitoring and improving the performance of the service.

People and their families told us the service was safe and that staff provided care safely and in a caring manner. Staff were responsive to people's needs and communicated with them effectively. People knew the registered manager of the service and described her as "amazing". Family members confirmed the service responded quickly and effectively to short-notice requests for additional support. One person told us, "We highly recommend Tapera Healthcare."

The registered manager understood the value of partnership working and demonstrated good knowledge about the importance of sharing information appropriately.

We did not receive any specific feedback from partners. We saw some examples where the provider had worked in partnership with community health partners that ensured continuity of care and support.

People’s care records and the management records reflected the service’s culture of partnership working with professionals towards positive outcomes for people. The provider had invested in new technology which was fundamental in them monitoring and improving care.

There was a positive learning culture in the organisation. The registered manager facilitated group reflection and learning sessions that took place following analysis of incidents.

The provider had processes in place to identify learning and improvement. Complaints were followed up and lessons learned shared in the organisation.