First In Care Services

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 registered manager ensured an inclusive and positive culture in the staff team and acted to continuously improve the service. Staff supported people in a person-centred way. Leaders supported staff and collaborated with partners to deliver care that was safe, integrated, person-centred and sustainable, and to reduce inequalities. There were now good quality assurance and monitoring systems in the service. The registered manager used those systems effectively to drive continuous improvement. Staff were well-supported in their roles.

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 positive about the values and direction of the service and its management.

The provider had good processes for communication with staff and people and used electronic systems effectively to promote person-centred values and positive, open and transparent culture in the service. The registered manager was hands on and supported staff to deliver care to people in person-centred way which was a shared approach within the staff team.

Staff were positive about the leadership in the service. They complimented the registered manager and the support she provided, “She is very friendly and very open. She teaches me a lot of things. She is very good”, “She is very competent, very accessible, she will answer any queries you have and resolve any issues that you have” and “The registered manager does her level best to provide lots of support to me. She is a genuine person who is easy to approach. She looks out for us; she cares for us in the same way she cares for [people].”

Staff and management records confirmed the registered manager was supportive and present in the service, having good oversight of the day-to-day care provision.

Staff knew how to and felt encouraged and empowered to speak up when needed. Staff members said, “I know if I see something that is not right, I will report it. If I don’t, who will? It can’t be ignored”, “[Whistleblowing] is about speaking up if things are not ok. Of course, I would report things if I thought the registered manager was not going to take notice of me”, “[Whistleblowing] is in confidence. It is about coming to the local authority, CQC and telling the truth.”

The provider had a whistleblowing policy in place and encouraged staff to report any concerns.

Staff felt supported and valued in their roles. Staff respected equality and diversity of the team, and everyone felt included. Staff members told us, “The teamwork is the best thing. I usually work alone, however, the other carers that I have met and spoken with work great as a team. They are very down to earth and humble”, “[The provider] has a way of making carers feel a part of the organisation. Communication is not restricted. For example, you can talk to the registered manger or anyone in a senior position.”

The provider had processes and systems in place to encourage open and inclusive communication with staff. The registered manager ensured workforce equality and diversity were promoted and respected.

Staff were clear about their roles and responsibilities and how the service was managed. One staff member said, “We have a team meeting every month. There is aways an agenda and we discuss things that need improvement during the month, people’s needs, policies and procedures. [The management team] stress the importance of person-centred care; remind us of our appearance. They always ask at the end of the meeting if there is something we would like to add. It is not one-sided.”

The registered manager carried out a range of audits and spot checks and used effective electronic monitoring tools to oversee the quality and safety of the service. For example, staff practice was regularly assessed when supporting people, staff training, supervision and competency checks were monitored. The registered manager encouraged, gathered and acted on people’s and their relatives’ feedback. The registered manager completed audits such as checks of people’s care records or infection prevention and control practices in the service.

People and their relatives said they were happy with how the service worked with other partners to provide their care.

Staff knew how to work well with partners. The registered manager told us how they ensured the service worked collaboratively with various professionals, for example, dietitian, community nurses, GP, to ensure people had a positive experience of care, and the necessary support to recover from episodes of ill health.

Communication with partners was effective and timely which was confirmed in their feedback visible in the correspondence between the service and its partners.

People’s care records were clear around any partnership working needed and arrangements in place.

Staff and leaders were able to explain how the service was continuously improved and what changes were made to improve people’s care. For example, around care visit planning, use of electronic systems, processes of assessing and reviewing people’s needs or gathering and responding to people’s feedback.

The registered manager made a range of changes which improved the service since the last inspection. Staffing, rostering and staff recruitment processes were improved. People were asked for feedback and the registered manager took action to improve their experiences when needed. People now had clear needs assessments in place and detailed personalised care plans and risk assessments. Staff received increased support and training for their roles. The quality assurance systems were reviewed to make them effective, and the registered manager maintained good oversight of the day-to-day care provision.