Connections Care 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

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. This key question has been rated good. This meant the service was consistently managed, with appropriate governance systems in place. Leaders and the culture they created promoted high-quality, person-centred care. Managers demonstrated a positive, compassionate and listening culture. Staff spoke positively about the support they received from management and office staff. People and those important to them had opportunities to feedback their views about the management and quality of service they received. The service worked in partnership with other health and social care professionals to meet people’s needs. Records we viewed evidenced appropriate healthcare involvement in planning people’s care and support. Systems were in place to monitor the quality of the service and identify any actions required to make improvements. Accidents and incidents were reviewed to identify any lessons to be learned or if changes to a person’s care was required. As required by their registration the registered manager had submitted the necessary notifications to CQC following significant events at the service.

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.

Managers demonstrated a positive, compassionate and listening culture. Staff spoke positively about the support they received from management and office staff. People their relatives and staff all felt listened to by the service.

There was a policy on equality, diversity and inclusion. Staff all received training in this topic. People, their relatives and staff were encouraged to provide feedback on the service to help shape its future.

People, their relatives and staff spoke positively about the support they received from management and office staff. Those we spoke with felt confident in making suggestions or raising concerns. They felt these would be listened to and acted upon if necessary. Comments include, “The service is very good, and they sort any problems. No, I wouldn’t change anything really” and “The management is supportive, and I know I can ask anything any time and always get responses and assistance I need in my job. Team leader always communicates with us through phone messages and emails. It is clear but if I don't understand I always ask, and they are always happy to help until we are ok.”

This service is required to have a registered manager. A registered manager is a person who has registered with the Care Quality Commission to manage the service. This means that they and the provider are legally responsible for how the service is run and for the quality and safety of the care provided. At the time of our inspection there was a registered manager in post. Managers and senior staff had the experience, capability and integrity to ensure that the organisational vision can be delivered, and risks are well managed.

There was a culture of speaking up where staff actively raised concerns and those who did were supported to do so. Comments included, “If I had any concerns I would go through the safeguarding procedure and follow it. If I saw poor care being provided, I would report this to my line manager. I have not experienced any problems with care” and “I would report any concerns to the office staff or manager for them to action. I would speak with staff if I was working with them and saw poor practice.”

Managers demonstrated a positive, compassionate and listening culture. Staff and leaders acted with openness, honesty and transparency. The service had a whistleblowing policy in place.

The service employed a diverse workforce which they valued. Adjustments were made to support staff to carry out their roles during times of cultural festivals. For example, some staff’s cultures required fasting during working hours. The registered manager told us, where possible staff would be able to have this time off should they request it.

There was a policy on equality, diversity and inclusion. Staff all received training in this topic. Staff were actively encouraged to share concerns and ideas. This was achieved through supervisions, team meetings and surveys.

The registered manager had oversight of the service and was supported by a care co-ordinator, field care supervisor’s and senior staff. Staff had a clear understanding of their roles and responsibilities.

Systems were in place to monitor the quality of the service and identify any actions required to make improvements. Accidents and incidents were reviewed to identify any lessons to be learned or if any changes to a person’s care was required. Regular checks were completed such as medicines administration to ensure people had received their medicines as prescribed. Staff told us they received regular spot checks to ensure they were attending on time and providing the correct care and support. As required by their registration the registered manager had submitted the necessary notifications to CQC following significant events at the service.

The service supported people to access appropriate health and social care professionals to maintain their health and wellbeing. Comments included, “If they thought they were unwell they would ring me or the Doctors as I have the Docs number written out for them” and “The nurse comes in for me. The Service is very good and [staff member} sorts any problems.

The service requested support from other health and social care professionals in a timely manner. Information was shared between teams and services to ensure continuity of care, for example, we saw evidence of occupational therapy and speech and language therapy input in people’s care plans.

The service worked in partnership with other agencies in a timely manner. One professional commented, “Staff are always contactable and available to speak to.”

Care plans included information on health and social care professionals involved with the person’s care and how to contact them should staff need to.

The registered manager and staff had a good understanding of how to improve the service. Systems were in place to monitor the quality of the service and identify any actions required to make improvements. Accidents and incidents were reviewed to identify any lessons to be learned or if any changes to people's care was required. The service had a positive culture that was person centred, open, inclusive and empowering for both people using the service and staff. Management and staff ensured people using the service and their families were able to feedback about the service and any improvements they felt were needed. This was achieved through surveys, telephone calls and regular reviews of care plans.

The service encouraged staff to speak up with ideas for improvement and innovation and actively invested time to listen and engage. Staff we spoke with said management looked at their potential and supported their personal development. One staff member told us, “They take care of us. They look at staff potential and support us to develop. I have had lots of development opportunities and can do a senior role now. I feel really positive about my job. I get to do care calls and a senior role. I like the challenges of both roles.”