Care Quality Services Coventry

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

Staff felt supported by the provider and were able to raise any questions or concerns they may have. The provider had quality assurance processes for reviewing care plans, risk assessments, care call planning and oversight of the service. This helped them make sure people received a good service. The provider used int quality assurance systems and inspections and assessments from the provider's other services to help drive improvement and standards.

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.

Staff were confident to call out poor practice, confident those concerns would be actioned. One staff member said there had been a recent meeting that discussed ‘whistleblowing’. Staff said they worked well, within a consistent staff team on calls. Staff felt management of the service was good.

Processes involved people's feedback, onsite feedback, observed staff practice and people questionnaire's seeking people’s views on the quality of care and service provided.

Manager and staff feedback demonstrated staff were recognised and rewarded. Internal awards to promote good care staff. New and experienced staff felt training and support was good to help them meet people’s needs.

Process rewarded good practice and staff going the extra mile. Effective staff recruitment followed. Induction/training developed staff knowledge. Staff said managers supportive.

Staff felt confident to report, whistle blow and raise concerns if needed. Staff were positive about the management who were open, listened and acted upon feedback. One staff member said their training included ‘whistle blowing’ and what to do.

Provider had processes to inform staff how to whistle blowing, learn from incidents and improvement through action plans. Staff were able to raise concerns and have their practice observed to ensure any training and learning was applied.

Staff told us their wishes and preferences were met, for example, supporting people on particular care call runs, or not going to far from home. One staff member told staff were matched to people, for example, if a person spoke a particular language, a staff member who spoke that language supported that person. Other staff were matched to people with similar interests and hobbies. Each staff member respected those they worked with, and those they supported.

There were effective processes for staff recruitment and induction. Staff received training in equality and diversity, working in a person-centred way and professional boundaries. New staff received a full induction and staff were considered for reasonable adjustments – such as considering travelling between calls/geographical areas. Training and learning sessions incorporated equality and diversity.

The manager, regional operations manager and Director had internal quality teams who checked managers completed audits at regular intervals. The manager checked care plans, risk assessments, medicine records and care call timings to ensure people’s care calls were completed as required.

Electronic quality assurance completed by the provider gave them insight into themes and trends so any actions needed could be taken. Reviews of care calls were constantly monitored on a daily basis and themed audit looked at call durations and punctuality. These checked helped ensure people received a service that was expected.

A relative told us a district nurse supported their family member with their skin integrity. Care staff supported people before and after hospital appointments and relatives and people were complimentary of that support. People and families said communication and how that information was provided was good. People, and with consent, their families could have access to the electronic care planning system so they can maintain regular oversight of the care and support provided.

Staff told us they could make any referrals to health professionals via office staff. Staff told us if health professionals were involved, they were kept informed and care plans reflected the support people required.

Stakeholders told us they had no concerns with the service people received. Staff contacted them for any advice or support at the right times.

Evidence provider worked close with health agencies, families and people who they supported. Technology included use of an electronic application enabling people and families to be able to see their care delivered at each care call.

The manager and director told us they had learnt from previous inspections and had recently addressed some improvements which had improved the culture at the service. Staff felt improvements had made for them to have better days at work and staff felt part of a team. Use of technologies to manage and monitor care calls had improve the service people received.

Processes included regular reviews of care with people and families. Learning from other inspections across the providers other services helped inform where improvements were needed. Internal quality teams helped support managers through regular checks and ensure learning from incident was taken.