Fam Daily 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

The registered manager encouraged people, relatives and staff to contact them if they had any concerns or issues to discuss. Staff had access to a range of policies and procedures which gave them guidance and instructions in ensuring people receive care and support in a safe manner. The provider ensured people were not treated differently or less favourably, on the basis of their specific protected characteristic, including areas of race, gender, disability, religion or belief, sexual orientation and age. The management team worked with other health and social care professionals to ensure people’s changing needs were being met. The registered manager was reminded of their responsibilities to ensure they followed their condition of registration with CQC.

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 registered manager told us they led the service by example and checked staff knowledge during supervisions and team meetings. They believed staff fully understood how to provide safe and compassionate care to people. They told us they knew they were on the right path from the positive comments they had received from relatives. Staff told us they worked well together as a team and there was an open culture where everyone felt free to speak up with suggestions to improve the service or to raise concerns. They also told us the management were supportive and encouraged them to do their best.

The training matrix showed staff were up to date with training in privacy and dignity, duty of care, understand your role, equality, and diversity. Induction training included the provider’s mission statement and ethos and how this promoted equality and inclusion.

The registered manager told us they were available anytime for people, families, and staff to speak to. They said, “Resident’s families and residents have my number and can call me any time. Most of the staff have access to me. They can feel free to talk to me. My phone is 24 hours; I don’t ever turn it off. They all have my number.” Relatives confirmed this was the case. A relative told us the registered manager was always present in the service when they visited and aware of everything that was going on. Staff told us the registered manager was a good and understanding leader who was very supportive.

The induction process in place enabled staff probationary period to be extended if there were aspects of the job, they needed more support with. There was a buddy system in place for new employees so they could ask questions or be shown how to do a task they were unsure of. The service had a keyworker system where people had an allocated staff member to oversee their care, ensure they attended health appointments and had everything they wanted and needed.

The registered manager told us how they encouraged staff to speak up and said, “We have our feedback box and staff are encouraged to write down [their views] and put it in the box. However, the staff that I have do feel free to speak to me too.” The registered manager understood the importance of apologising to people when something went wrong. Staff told us the registered manager encouraged them to speak freely and they felt confident to raise issues with the management should they have any concerns.

The service had a safeguarding and whistleblowing policy which gave guidance to staff about who they could speak to should they have any concerns.

The registered manager told us there were currently no issues around inequality amongst the staff team. Staff told us management treated staff equally. A staff member told us, “I love the place. I think all [staff] are being treated well.”

All staff had opportunities to develop their skills if they wished. The service gave staff the opportunity to lead shifts and to be a keyworker for people using the service as a personal development option.

The registered manager told us they understood their role. They said they sat in on the staff handover process when there was a change in shift so they could be part of what was discussed be up to date with people’s wellbeing. Staff understood their role and described what a typical day at work was like. They told us they were kept up to date with changes in people’s needs and their wellbeing through the handover process. Staff explained how they knew they were doing a good job. Comments included, “My management appreciate me and even the individuals I am taking care of appreciate me too” and “My service users are always happy with me. My colleagues always give me praise.”

The provider had a process in place to notify the local authority and CQC of significant events as required. The provider had a staff handover process in place for when there was a change in shift so staff coming on duty would be fully up to date with people’s wellbeing and events. Prior to our inspection, we were informed that the provider was not in accordance with their registration condition by supporting 4 people instead of maximum of 3 people. This was discussed with the provider who has now addressed this concern.

Relatives confirmed the service worked in partnership with them to improve outcomes for people. A relative said they felt the service was well managed. Another relative told us, “[Registered manager] and staff are all nice, genuine people and were more like family.” Another relative told us, the registered manager was proactive in initiating contact and said, “We work together. If you want to get in touch, you can call at any time. Manager is approachable and [relative] has a good rapport with them.”

The registered manager told us they have a good working relationship with local authorities, the GP, pharmacist, and the neighbours on both sides of the home. Staff told us the service worked well in partnership with families, health professionals and other agencies.

The provider had good links and worked closely with other health and social care professionals.

Records showed positive working relationships with partner agencies. For example, people’s health appointments were documented with the outcome and any action to be taken. Conversations with relatives and agreed actions were also documented.

The registered manager told us they carried out regular checks of the service and shared any identified issues with the staff team to focus on for improvement. The registered manager said lessons learnt from incidents, accidents and complaints were shared with the staff team so that improvements to service quality could be made. They explained to us that discussions at staff meetings and supervisions helped to check staff knowledge about key care topics and to aid further learning. Staff told us they appreciated all opportunities of learning to improve their skills and correct any mistakes they had made. They told us they knew they were doing well from feedback from the people they supported, management and colleagues. Staff told us supervision meetings and staff meetings gave them the opportunity to raise any issues and to reinforce their learning.

The provider had a system of carrying out audits to identify areas for improvement. This included health and safety audits and fire safety audits. They had a system for staff to have annual appraisals. These focused on identifying goals for staff to work towards or make improvements on and any training or development opportunities needed for staff to achieve this.