Commit2Care Services 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 provider was committed to continuous improvement and development of the service. The provider was responsive to people’s needs in the local area and planned to develop specialist services to meet the needs of people with a learning disability and autistic people. The provider worked with partners to plan safe, 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.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff we spoke with were consistently positive about the support they received from their managers. Staff felt listened to by the provider and demonstrated their understanding of the organisational value to deliver good quality person centred care. The registered manager was committed to developing the business to offer best support to people with a learning disability and autistic people in line with relevant guidance. The provider engaged with key organisations to plan the development of the service considering the Statutory guidance: Right Support, Right Care, Right Culture (RS,RC,RC) and National Institute for Health and Care Excellence (NICE) guidance. The provider understood the recommendations for building the right support and the right home for people with a learning disability and autistic people.

The provider implemented effective systems of accountability and good governance. The registered manager undertook regular audits to identify and address areas for improvement to improve the quality of service delivery. Staff understood the organisation structure and the level of responsibility of their role. Staff felt confident to implement the company procedure to report any concerns or issues.

The leaders of the organisation engaged with partners to ensure improvements to service delivery were made and sustained. Where concerns were raised the provider had worked with people, their families and stakeholders to learn from the incidents and deliver consistent good quality care and support.

People or their representatives were usually involved in the assessment of their needs prior to the service beginning. Some people told us their care was arranged by the local authority. For example, one person we spoke with told us the organisation began to work with then to support their discharge home from hospital. Most people recalled a visit by a manager form the organisation to discuss and arrange the care and support they would need.

Staff understood who else was involved in people’s care and their responsibilities in engaging with them. Staff were confident to liaise with others either themselves or via staff who worked in the office. Electronic records were updated in a timely way to include recommendations from professionals. Staff had access to up to date guidance to care and support people safely.

The provider developed their statement of purpose to demonstrate how they would provide support to people with a learning disability and autistic people and had been successful in their request to add an agreed condition of registration deliver a specialist service. The provision of this support was in development at the time of this assessment.

The provider had been successful in their application to the local authority be able to offer specialist support. The provider told us they received opportunities but was not bidding for these contracts until all the elements of the care model were in place to ensure people’s needs could be met.

The provider used various methods including surveys, on line forms, face to face engagement and videos, to engage with stakeholders to gain feedback. Feedback was shared with staff. Monthly staff meetings were facilitated offering all staff the opportunity to be involved in discussing and resolving any issues and sharing good practice. The electronic care system used by the organisation monitored live call times and care task completion. The local managers monitored this and worked with people and staff to resolve any issues. People told us they were usually made aware if staff were going to be late for their call.