Care Solutions Direct Head Office

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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

We reviewed all 7 quality statements within this key question. Care staff were clear about their individual roles and responsibilities and felt supported by the management team. They spoke positively about the leadership and culture of the service and felt that any concerns or suggestions would be listened to and acted upon. The provider had quality assurance systems in place and described improvements they had made as a response to learning from incidents. The management team were open to our suggestions for minor improvements.

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 provider told us they wanted to deliver quality person-centred care. To make “home safe, and make home the best place it could be for the person, regardless of health or disabilities. To work with people and family members in partnership to build a care routine that is reflective of that person’s moment in time.” They told us they aimed to achieve this through the staff selection process which identified which staff were most suited to each person. Care staff were all positive about working for Care Solutions Direct and felt that it was an inclusive and supportive environment for them and the people who they cared for.

The provider had an equal opportunity policy and actively promoted an open and inclusive culture.

Staff told us they were confident about the leadership of the service. This was also reflected in the staff survey that had been undertaken in April 2024. Staff had commented, “[Management] are very considerate to employee's needs and mindful of the service users.” And, “Firstly I am grateful to be working with you and my colleagues. I appreciated the chance to take on new challenges and really grow into my role and your mission is a powerful one with helping service users by giving them respect, independence, dignity, diversity, privacy, choice and their rights as well as responding to their personal needs. You’re doing well.” Throughout the inspection the management team demonstrated a good knowledge of their staff team and the people they were supporting, showing they had taken time to get to know them individually. The provider was also the registered manager which meant they alone were legally responsible for the service. They told us there were plans for the service manager to become the registered manager. This would enable them to focus on the development of the business. The service manager confirmed they were planning to submit an application to CQC to register as the registered manager and were responsible for the day to day running of the service.

The management team were inclusive leaders who understood the context in which care and support were provided. Between them they had the skills, knowledge and experience to lead effectively. CQC were notified of significant events. There was a duty of candour policy in place.

Care staff told us they were confident they would be listened to if they raised any concerns or made suggestions. A staff member said, "Yes they are very approachable.” Another staff member told us, “Yes the manager is approachable on the phone. They noted comments I had raised issue about knowing when my next break would be and this was actioned.”

The management team sought feedback from staff in various ways including 1-1 meetings and a staff survey which had been undertaken in April 2024. There was a whistleblowing policy in place. Whistleblowing is the process which protects staff from being unfairly treated by their employer if they have raised a genuine concern about a person’s care.

Discussions with the provider showed a high level of empathy towards staff and their individual backgrounds and how these may impact their working and daily lives. They described how adjustments had been made to support staff by adapting break patterns to meet individual needs.

There was an inclusive and fair culture providing equality and equity for people and staff. There was no evidence of closed cultures. The management team carried out regular staff surveys and analysed this to be able to take action where needed. They also completed surveys of people and their relatives’ views. They were open and transparent about any areas needing improvement and took prompt action to do so.

Care staff were positive about the management team and felt the service was well managed. Throughout the inspection, the management team were open and transparent and described how they promoted an open culture where they wanted people, their family members or staff to raise any concerns, so they could look at ways to resolve them. This included actively seeking the views of people, family members and staff.

The provider had systems in place to effectively monitor the quality and safety of the service. Care records were on electronic systems which enabled the management team to monitor and promptly identify where action was needed. Audits of all aspects of the service were regularly conducted although these had not identified some areas for improvement we found during this inspection.

People and their family members told us they knew who the management team were and could speak to them about anything they wished to. One family member told us, “I would happily recommend Care Solutions Direct, I’m happy with the general care and service.”

The management team were positive about their links with local health and social care teams. They expressed an open positive attitude to receiving support and understood how and where they could access support from.

We requested information from partners however, we received limited information in response to our requests. One social care professional told us, “[The management team] respond promptly if I have to ask for care plans. I have no concerns about this service.”

Care records demonstrated that staff and the management team contacted health and social care professionals appropriately and ensured guidance or treatment plans were followed.

There was a learning culture within the service. The provider reflected that the way the service was now organised and run was due to ongoing learning and development. The service manager described how they kept up to date with best practice and told us they were supported by the provider to ensure they could deliver up to date care and support for people. Where we identified areas for improvement they were positive to our suggestions and agreed to implement these.

The management team had good communication skills and processes which enabled them to monitor and review where improvement was needed and how they could achieve this. There were clear processes for reviewing feedback from people, family members and staff, accidents and incidents and complaints to ensure any learning was implemented.