Care Connect UK

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.   

At our last assessment we rated this key question requires improvement. At this assessment the rating changed to good. This meant the management and leadership was consistent. Leaders always support the delivery of high-quality care. The provider had systems and processes in place to continually assess monitor and improve the quality and safety of the service.   

This service scored 82 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. The nominated individual and the registered manager showed immense passion for their role and placed people at the heart of the service. This was shared by staff who were motivated to deliver care that resulted in positive outcomes for people. It was evident the provider's values and ethos of putting care at the heart of the service and enabling people to live fulfilled lives, was embedded in everything the staff did. Staff told us the management team were very much hands-on, and people's needs were always at the centre of everything they do. Comments from staff included, “The managers are incredibly supportive.” and “My ideas and suggestions are listened to.” People told us their health and well-being had greatly improved, while others mentioned they had acquired new skills and were now enjoying a greater degree of independence. One relative told us, “I have noticed the staff do genuinely care and for many of them it is more than a job.” Another relative said, “We are very happy with the staff and the organisation.” 

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.  The service was consistently managed with a high level of effectiveness. Feedback from people and staff was positive. The leadership team demonstrated a strong commitment to their responsibilities, prioritising the needs of people within the service. The registered manager was highly respected by staff who spoke very positively about their knowledge and skills. Staff told us the registered manager and deputy manager had an open-door policy and were extremely approachable if they had any concerns. One staff member told us, “[Providers names] are very much hands on.” The inclusive culture empowered people to make informed choices regarding their care.  

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The organisation had a whistleblowing policy in place, which was well-known among the staff, who understood the necessary procedures to follow. Leaders indicated they had established an open-door policy to encourage people and staff to feel secure in voicing their concerns. We saw documentation demonstrating when issues or complaints were brought to the attention of the registered manager, appropriate actions were taken to resolve them. There was consistent interaction with people and their relatives, emphasising the importance of empowering people to flourish, acquire new skills, have new experiences, and lead the lives they desire.  

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them. The registered manager and nominated individual were evidently committed to respecting the protected characteristics of both staff and people using the service. People spoke positively about the openness and transparency of leaders when any issues arose and how well they worked together to resolve them. We saw a clear example of equality, diversity and inclusion being encouraged and protected effectively.   

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. There was a clear management structure within the service. Access to the service was uncomplicated, with significant efforts made to eradicate discrimination. People were safeguarded appropriately. The registered manager was aware of their legal responsibilities and the importance of investigating incidents/events that occurred and carried out timely and comprehensive investigations into incidents. The registered manager and nominated individual demonstrated a comprehensive understanding of service delivery expectations and embodied those standards through their leadership. Care was informed by the most recent evidence and established best practices. The provider promoted the well-being of the staff, resulting in high morale among the team. Leaders were accessible, knowledgeable, and offered vital support, which contributed to the professional development of the staff. Staff had a clear understanding of their roles and responsibilities. One relative told us, “Things seem to run well and as smoothly, even when there are staff illnesses or unexpected events.” However, some staff members told us that staff absence was a problem. One staff member told us, “We are rushed at times to try and compete the call with in the [allocated] call time, with no traveling time.”  We fed this back to the provider who told us this is something they have identified and are working on. They assured us this feedback would be taken on board.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. Leaders collaborated with people, relatives, staff and partners to cultivate a culture centred on empowering people to enhance their quality of life. The provider worked in partnership to ensure people received the support they needed.  Care Connect UK had developed positive relationships with local social groups and activity providers. They had created strong community links, for example, the sponsorship of a local children's football team.  

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. Robust systems had been established enabling the provider to recognise opportunities for learning and improve service provision. One relative told us, “I was unsure of how to explain what I thought [Name] needed. It was handled very well, and it reassured me that if I ever actually needed to make a complaint it would be handled with sensitivity and effectively.”  Leaders provided numerous examples of how learning had been implemented, particularly in response to complaints. The registered manager shared the processes designed to promote reflective practice and the actions taken by the team as a result. The managers ensured that staff received continuous training and regular performance assessments to improve care provision and maintain current high standards of care.