Lumina Care Wigan & St Helens

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

Our rating is good. The provider had several systems and audit tools in place, which gave them sufficient oversight of the quality of the service. Some would benefit from a review to ensure any shortfalls in the quality of the service and records would be quickly picked up. Information about the service also needed to be reviewed to clearly reflect the specialism of supporting people with a learning disability and autistic people. Staff could explain their individual roles and felt supported by the management team and the provider. Staff told us there was a positive culture, and systems were in place to ensure staff were treated fairly and equitably within the workplace. Staff also felt confident to speak up about any concerns regarding people’s care and felt able to whistle blow on poor practice.

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 were able to explain the policies they had access to which supported them in their role, felt their views were valued and the management team took a genuine interest in them. One staff member told us, “They’re always phoning and checking we’re okay.”

The providers had a recently updated Statement of Purpose. This set out the aims and vision of the organisation and was shared with people who received support, and their families. However, this information needed to be reviewed further to reflect how the service specifically delivers support to people who were autistic or who had a learning disability.

Staff described the opportunities for development within the service and told us they felt supported by the manager and the wider management team. They told us the manager was approachable if they had any concerns.

There was a longstanding manager at the service who knew the people who used the service, and the staff very well. However, we established during the assessment the manager’s application to register with CQC had not progressed and needed to be restarted. We discussed this and the manager acted during our assessment to restart this application.

Staff felt confident in speaking up about any concerns they may experience and told us they felt they would be supported.

The provider had policies and procedures in place which guided staff through the process to speak up.

Staff told us they felt treated fairly. Staff spoke of a good morale amongst the team and told us they enjoyed working for the provider.

Policies and procedures were in place to ensure people were treated fairly and equitably. This included when staff had protected characteristics under the Equality Act 2010.

Staff described the systems in place for quality assurance and improvement. This included spot checks on their performance when delivering care to people.

Systems to monitor the quality of people’s care and support were in place however, we identified some improvements were needed to ensure shortfalls in the detail of some care plans were picked up in a timely manner. Although the shortfalls were immediately rectified, a review of these systems was needed to ensure robust oversight in the future.

People described how staff worked in partnership with other agencies to ensure their needs were met. No concerns were shared by people in respect of this aspect of their care.

Staff described examples of how they worked with other agencies to meet the needs of people and improve the care people receive. This included referring people to other services as their care needs changes.

We sought feedback from partners about whether the provider collaborated with other agencies. We did not receive any information of concern with respect of this.

Records relating to people’s care and support provided evidence of working with other partners to meet people’s needs.

Staff understood the importance of reporting events when things went wrong and learning from events to focus on continuous improvement of people’s experiences. The manager sought to gather ongoing feedback from people about their care to drive improvements.

There were systems in place to demonstrate learning, improvement and innovation. Accidents and incidents were analysed to look at trends and regular feedback was sought from people to inform future service delivery.