Particular Healthcare 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

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture.

The registered manager and staff were aware of the values of the organisation and spoke positively about the culture of the service. The registered manager was on site for most of the time and continuously monitored staff practice to ensure the person was supported in accordance with their care plans.

The provider who was also the registered manager understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. They had the skills to lead effectively but their limited knowledge and experience around managing staff conduct had impacted on how they managed staff behaviours.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff confirmed they would raise any concerns with the registered manager and were aware of their rights to speak up without prejudice. The registered manager told us they had created an open-door policy where staff were able to speak up and share their concerns at any time.

The provider valued diversity in their workforce. Staff told us they were happy working for the provider. The staff told us they enjoyed their work. One told us they had left and returned as they missed working at the service. They said, “They support we provide here is specialist care that is tailored to [Name’s] complex needs. Another member of staff told us the were trained to a high standard and loved working at the service. They told us, “We all work together as a team to support [Name], and it works well. They told us the registered manager was always available if they needed them.

The systems of accountability were in place but had not always been acted upon to ensure information about risk, staff performance and outcomes were managed appropriately. The registered manager had not been aware until recently of the need to promptly inform CQC of any notifiable incidents in accordance with their legal responsibilities. The registered manager was receptive to our feedback and demonstrated their commitment to making any required improvements such as ensuring disciplinary procedures were followed when required and notifiable incidents were received in a timely way.

Audits were completed to manage the overall running of the service such as infection control, medicines and environmental risk assessments. These identified any areas for improvement and actions were taken as needed.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for the person. The provider worked in partnership with other agencies to enable positive outcomes for the person they supported. Staff monitored the person’s wellbeing, and this was shared with healthcare professionals where appropriate to support any changes to their care plans. Feedback received from partner agencies was positive. Agencies confirmed the provider worked with them to ensure the person received a holistic care package.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. The provider had systems in place to learn lessons and drive improvements. Systems were in place to analyse learning from areas such as complaints, safeguarding, and recruitment practices.