Crewton Care

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

People and relatives were aware of external health and social care professionals who were involved in their care and support, and provided examples of effective partnership working. Staff spoke positively of the support provided by the management team. Staff told us there was always someone available to provide support and guidance. Staff told us they felt valued and recommended Crewton Care as a good employer. Systems and processes, supported by policies, were in place which encouraged feedback from people, their relatives and staff. Equality and diversity was understood and supported by processes and policies to support people and staff. Employment practices were flexible to meet the needs of staff considering equality characteristics. There were effective systems and processes in place to monitor the quality, safety and outcomes of the service, which included audits and seeking the views of people, their relatives and staff. Effective partnership working enabled, promoted and encouraged the sharing of experience and learning from each other to improve the service provided.

This service scored 64 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff were positive about working for the provider and were complementary about the support they received, and the opportunities available to raise any issues or concerns. A staff member said, “It’s a very good provider; supportive, well organised, the management team are always available and responsive.” Another staff member said, “Management are very supportive and have an open door policy.”

The provider had developed a positive, supportive, open and inclusive staff culture. The provider had a Raising concerns, Freedom to speak up and Whistleblowing policy and procedure, which was available to all staff. These policies provided staff with detailed and supportive information on how to raise any concerns internally and externally. Staff had received training in safeguarding and how to report and act on any concerns. Staff were encouraged to speak up via an annual anonymous survey, through regular meetings, in supervision meetings and during incident de-brief meetings with the registered manager.

Staff confirmed they had received equality and diversity training. Staff told us they felt valued, and respected. A staff member said, “The management team are very helpful, responsive, and advocate for good mental health for staff.”

The provider had a positive and supportive approach to equality and inclusion and had a diverse staff team of support workers. The provider had the appropriate equality and diversity policies and procedures in place. The provider was supportive towards staff and provided flexible working arrangements; staff had at least 2 days off a week and were supported to attend religious events. Staff recruited from overseas were provided with accommodation and support with any cultural learning needs. Staff receive a structured induction and shadowing opportunities that were flexible and dependent on their individual needs.

Staff were clear about their roles and responsibilities and able to easily describe the provider’s staff structure. Staff were positive about working for the provider. A staff member said, “I’m very happy and enjoy what I do. I would recommend working here, and to use the service.” Another staff member said, “I'm getting the support I want and need, no concerns it’s a good job and employer.”

There was a clear and effective management and staff structure and accountability arrangements. Staff were clear about their individual roles, responsibilities and those of others. The provider had good systems and processes in place to assess, manage and mitigate risks. Monitoring procedures and systems were in place these included; recruitment, induction, ongoing training, supervision, appraisals and spot checks. Staff supported people to maintain their tenancy, to report any repairs and to check health and safety concerns. Support plans, risk assessments, PBS plans, health records, appointments and screening, and daily and supplementary care records were regularly checked and audited. Incident management procedures were in place, whilst there was some analysis of incidents, these could be strengthened. Quality assurance procedures were in place that sought feedback from people, relatives, staff and external professionals and a You Said / We Did response provided. Examples of action taken to bring about improvement included the introduction of regular house meetings and keyworkers, and the development of the senior support worker role. Good communication systems were in place; including monthly team meetings for each supported living site. The provider had a clear pre-assessment and transition processes and worked with external professionals to support people to achieve positive outcomes. The provider had a clear and detailed Business Continuity Plan.

Staff worked with external agencies to support people to achieve positive outcomes. A person and relatives spoken with told us of which external health and social care professionals were involved in their or relative’s care and support. This confirmed good examples of partnership working.

We received mixed feedback prior to the assessment from the local authority; the contract and monitoring team and a locality learning disability team. Concerns were raised about the care and support for a person receiving a service between January – October 2023. However, the contracts team told us how the management team had worked with them between March and December 2023 to make improvements at the service. At their last visit, they found improvements had been maintained.

The provider had an open and transparent approach with external stakeholders and agencies. The provider had made appropriate and timely referrals to health and social care professionals and worked with external agencies to support people to achieve positive outcomes. The provider supported multi-disciplinary working and maintained good communication systems with others. The provider had a positive and honest approach; for example they requested a reduction in people's care and support hours when the level of support and staffing could be safely reduced. The provider worked well with the local authority contracts and quality assurance teams to further develop and improve the service. The provider attended different community forums and networks to share learning and to keep up to date with best practice and innovations.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.