Choice Care 4 U 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

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.

At our last assessment we rated this key question requires improvement. At this assessment, the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, 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.

The provider had a shared vision, strategy, and culture. The core values of the organisation were embedded into the culture of the service, through team meetings, staff supervisions and observed practice. Staff told us the culture of the service had improved since the appointment of the registered manager in October 2023. They described a positive change in how the service operated and improvements in people’s care experiences. The registered manager ensured people were treated with dignity and respect and placed people at the heart of the service.

Leaders had the skills, knowledge, experience, and credibility to lead effectively. They did so with integrity, openness, and honesty. The registered manager had oversight and knowledge of the management of the service and undertook quality assurance checks regularly. The provider cared about and promoted the wellbeing of their staff. Positive teamwork and individual practices were acknowledged and rewarded. Staff felt supported by the registered manager who they said promoted a positive approach to person-centred care. A relative said, “I’m impressed with the full structure of leadership in the company.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff knew the processes to follow to raise concerns including with partners agencies. Policies and procedures provided people, staff, and visitors the opportunity to feedback about their experiences of the service. Staff knew the processes to follow to raise concerns including with partners agencies, and processes were in place for staff to speak up anonymously. Openness of conversation was encouraged, and feedback was used to improve the service.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Policies and procedures supported this. Relevant legislation and best practice guidance was implemented to ensure staff were treated in a fair and equitable manner. Recruitment processes supported fair employment opportunities.

The provider had clear responsibilities, roles, systems of accountability and good governance. There were robust systems and processes for quality monitoring and audit. Actions arising were followed up. Governance processes were used to manage and deliver good quality, sustainable care, treatment, and support. The registered manager acted on the best information about risk, performance, and outcomes, and shared this securely with others when appropriate. There was operational oversight of quality monitoring and clear lines of accountability. This ensured good governance of the service and continued service improvement.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. They worked within the local community organising opportunities for community engagement and support.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. Processes were in place to learn lessons and support change. Improvement plans had actions. Outcomes were monitored and learning was used to drive service improvements and customer experiences. The culture promoted honesty and learning from mistakes and there was a clear understanding of the need to be open in the event of anything going wrong. Feedback was shared with people and staff to ensure lessons were learnt.