Master Care

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• 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-led. Whilst we identified some minor shortfalls in record-keeping, this had not negatively impacted on the service people received and the registered manager responded positively to the feedback provided. The service had robust governance systems in place that had been successful in ensuring a consistently good quality service was delivered. People’s feedback was sought on a regular basis and acted upon. The management team led by example and demonstrated expertise and knowledge. They had fostered a positive and supportive culture that made staff feel valued and appreciated. We saw evidence that the service worked well with other professionals.

This service scored 0 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

There was a positive, encouraging, and caring ethos in place at the service; staff told us this. They said the people who used the service received a kind service that met their needs and that their own wellbeing was considered. All 33 staff who provided us with feedback as part of this assessment agreed the service demonstrated positive and caring values. One staff member said, ‘The culture within the service is supportive and nurturing. Staff members are encouraged to express concerns and share ideas, contributing to a caring environment. Staff morale is reasonably high as there is a strong sense of teamwork and mutual respect. I feel valued through recognition programmes and regular positive feedback from management.’ The service’s Statement of Purpose recorded its mission, aims, and objectives and we saw these were focused on placing people at the centre of the care they received. The service’s mission included, ‘We want to be remembered by how we made people feel during our interactions with them and how we improved their quality of life’. Throughout this assessment, we saw many examples that demonstrated this mission was met and the service had processes in place to ensure this. For example, the service sought regular feedback from people and their staff and regular assessments were completed on staff’s competencies, skills, and abilities. This ensured staff were demonstrating the skills the service deemed them to need to meet its aims and objectives.

Staff spoke positively about the management team and told us they were supportive, open, and knowledgeable. They told us the management team were available as required and fostered an open and inclusive culture. Staff told us managers embodied the culture and values of the service. One staff member told us, ‘The service is well-led with an approachable and supportive management team. They prioritise staff development, foster a positive work environment, and encourage open communication. The management team is responsive to concerns, proactive in addressing issues, and committed to delivering high quality care.’ All the staff who provided us with feedback agreed with another staff member telling us, ‘In my experience a supportive and caring workplace makes all the difference. When staff feel valued and appreciated it really boosts morale. We’re encouraged to develop our skills and we receive recognition for our hard work which creates a positive and collaborative atmosphere.’ The registered manager, through discussion, demonstrated they had the right skills, knowledge, and experience to lead the service. They understood their regulatory responsibilities and the need to keep their knowledge up to date.

The culture of the service encouraged staff to speak up, both regarding concerns and to offer ideas and solutions. Staff told us they felt able to raise concerns and that, when they do so, they are listened to. One staff member said, ‘I feel comfortable raising any issues or concerns as the environment is open and encouraging.’ Staff were able to use supervisions, appraisals, and meetings to openly discuss concerns, ideas, and suggestions and told us they received constructive feedback on their performance. A staff member said, ‘We have a comprehensive appraisal system in place complimented by regular supervisions sessions and meetings that offer extensive support. These meetings provide ongoing feedback, pinpointing areas for growth and acknowledging achievements to foster our continuous learning and professional development.’ Processes were in place that helped to nurture an open and inclusive culture that encouraged people to speak up and provide feedback on the service. For example, a detailed Statement of Purpose and Service User Guide laid out the service’s mission, aims and objectives that encouraged this culture and policies were in place to support speaking up. Staff had received training in safeguarding and reflective practice was used to make improvements when things went wrong. Regular checks on staff competency were completed to ensure they continued to have the skills and knowledge to meet the service’s aims and objectives.

Staff told us they felt fairly treated and that the culture of the service encouraged this. They told us the working environment was inclusive and that their wellbeing was considered. One staff member said, ‘The team is like a close-knit family where everyone feels valued, respected, and empowered to make a positive impact. Overall, I feel grateful to be part of such a remarkable team where I can grow, learn, and make a meaningful difference in the lives of others.’ The registered manager told us they often worked alongside staff delivering care and that this encouraged an inclusive and equal workforce. This helped to encourage mutual respect amongst staff at all levels. We saw that fair recruitment processes were in place and that staff’s wellbeing was considered. This included staff receiving regular training, support and supervision, appraisals, and staff meetings. The service also had an ‘Employee of the Month’ award in place that recognised staff’s achievements. One staff member told us, ‘I am getting regular supervision, spot checks, and ongoing support from management, which helps me excel in my role. Additionally, I appreciate the recognition and appreciation I receive from the management team, including opportunities to be acknowledged as a top performer, such as the ‘Employee of the Month’ award. This motivates me to continue delivering high-quality care and service.’

Whilst we saw that mostly robust and effective systems were in place to continually monitor the quality and safety of the service, we did identify some shortfalls in records. We found some contradictory information in care plans and although we were confident people were receiving safe, good quality, person-centred care in practice, care plans did not consistently demonstrate this and would benefit from more person-centred detail. We also found contradictory information relating to Lasting Power of Attorneys and further information was needed in relation to where important documents could be found, such as decisions around people’s treatment in an emergency. We discussed these shortfalls with the registered manager who provided us with assurances and told us they would make improvements in the areas discussed. Notwithstanding the identified shortfalls regarding records, we saw that robust systems were in place to assess and monitor the quality and safety of the service. A regular programme of audits was in place and these had been completed. We saw these were detailed and meaningful and, where shortfalls had been identified, action plans drawn up to rectify the issues found. Regular analysis was completed on aspects of the service such as accidents and incidents and people’s feedback and we saw that appropriate action had been taken in response to any shortfalls identified. Staff told us the management team were responsive and proactive in how they managed the service and worked hard to ensure a consistently good quality service was delivered. Staff recognised and understood the systems in place to achieve this including in relation to their performance. One staff member said, ‘I find appraisals and support sessions very beneficial as they provide constructive feedback that helps me improve my performance. Additionally, spot checks are regularly completed ensuring the quality of care remains high and consistent.’

The service was effective at working in partnership with other stakeholders and professionals; people told us this and our findings demonstrated this. People told us the service was adept at working with others to achieve good outcomes for them. People gave us examples of how the service had worked with other professionals, often in times of crisis, to ensure they had the care and support they needed and at the time they needed it. We saw examples where care was arranged at very short notice and flexibly for the benefit of the people who used the service and their relatives. The health professionals who worked with the service on a regular basis provided positive feedback on the care it provided, the strength of the management team and the way in which it worked with them to achieve positive outcomes for people. Staff told us people received continuity of care and that the service worked with others to achieve this; they gave us examples of where this had occurred. The records we viewed demonstrated the service worked with others for the benefit of the people who used the service. We saw the service had made referrals to other professionals as required and liaised with them as necessary. Health professionals confirmed their advice and recommendations were followed.

There was a positive, encouraging, and caring ethos in place at the service; staff told us this. They said the people who used the service received a kind service that met their needs and that their own wellbeing was considered. All 33 staff who provided us with feedback as part of this assessment agreed the service demonstrated positive and caring values. One staff member said, ‘The culture within the service is supportive and nurturing. Staff members are encouraged to express concerns and share ideas, contributing to a caring environment. Staff morale is reasonably high as there is a strong sense of teamwork and mutual respect. I feel valued through recognition programmes and regular positive feedback from management.’ The service’s Statement of Purpose recorded its mission, aims, and objectives and we saw these were focused on placing people at the centre of the care they received. The service’s mission included, ‘We want to be remembered by how we made people feel during our interactions with them and how we improved their quality of life’. Throughout this assessment, we saw many examples that demonstrated this mission was met and the service had processes in place to ensure this. For example, the service sought regular feedback from people and their staff and regular assessments were completed on staff’s competencies, skills, and abilities. This ensured staff were demonstrating the skills the service deemed them to need to meet its aims and objectives.