Choice Independent Living Limited

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 service was well managed. The registered manager was approachable, and staff said they were encouraged to go to the office to speak with them, or the management team, whenever they needed to. A reward system was in place for the staff team and independent counselling was available if people needed it. A governance system was in place, with actions identified being completed. A more formal and structured governance system was being introduced as the service grew. Regular audits and quality meetings were now in place. A weekly management meeting was held. The management structure had been strengthened with team leaders appointed. Further changes, with a senior care role being planned to provide additional support for staff during their calls. Feedback from the commissioners was positive, with the service being described as responsive to new care requirements. The commissioners said they had not received any complaints about the service provided by Choice Independent Living.

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 said they enjoyed working at the service and were well supported by the registered manager and the management team. They said they were made aware when they started working at the service that they would support people with end-of-life care and may also need to care for the person’s body after their death.

A rewards system was in place to recognise staff who had received compliments from people or relatives. The management team could also give staff rewards.

Staff said the registered manager was approachable and supportive. The Nominated Individual was also present in the service and was committed to providing support so people could have a dignified death. A member of staff said, “They are very open," and another told us, "They are all approachable.” Staff all knew there was support available, from the management team and also external counsellors, if they needed. This included emotional support due to the nature of the support provided and could also cover any issues in the staff members private lives. A member of staff said, “I had a situation when someone I was attached to passed away. [Registered manager] called me and asked if I wanted to come to the office and if I was okay. They will ask if you need time off and ask you to come to the office.”

The Nominated Individual and registered manager were developing the management team as the service grew. Team leaders were now in place to complete assessments and support staff. A new role of senior support worker was also planned to provide support for staff on their calls.

Staff said they were able to speak with the registered manager or management team if they needed to. This was encouraged during staff meetings and supervision meetings. A member of staff said, “We see the team leaders and managers a lot; we can go to the office and speak with them or the registered manager.”

Records showed regular staff and supervision meetings were held. Staff were able to indicate how they were feeling through the electronic app. The responses were seen to be positive.

The service had a diverse workforce. Staff felt they were treated fairly.

The Nominated Individual told us all staff were paid their contractual hours, irrespective of whether there were gaps in their rota. Staff confirmed this was the case. A reward and acknowledgement system used for staff and an independent counselling service was available for staff if they needed it.

The registered managers and team leader explained how they monitored the service through the electronic system alerts, on call and audits. The registered manager said they were in the process of having more formal audits, for example for care plans, as the service grew. They said, “We check daily that staff have logged in, medicines have been given and tasks completed.”

A governance system was in place, and this was in the process of being formalised. Audits had been completed for care plans, training and staff support and supervision. Actions identified had been completed. A bi-monthly quality meeting had been started to ensure actions identified were being completed. A weekly management meeting had been introduced to discuss any issues over the weekend and plan for the week ahead. A supervisor and manager were on call each day to support staff outside of office hours.

People and relatives said the staff worked well with other professionals. Staff would inform relatives and other professionals of any changes in people’s health or wellbeing.

The registered manager said they worked well with other organisations. They had held an open day for Dying Matters, inviting families and other professionals. They had also arranged specific training from other professionals, for example the bladder and bowel team and stoma care team. The registered manager said, “They really help us with training so we can get the support right.”

Commissioning teams were positive about working with the service. They said the service was responsive, with good communication and they had not received any complaints from people Choice Independent Living

The service worked with a range of other agencies, including MacMillan nurses and the bladder and bowel team.

The registered manager said training in mental health first aid was being arranged to offer further support for the staff team.

The service had systems in place to gather feedback from people, their families and staff in order to improve the service provided. Feedback form partners was positive about the support provided by Choice Independent Living.