CAP Caring HQ

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 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 had a shared vision, strategy and culture. This was based on understanding people’s needs and rights in order to deliver person-centred care. The service engaged with people and those important to them regularly, seeking feedback to make improvements. Staff spoke positively about the culture of the service and the continuous support and training they received to enable them to deliver good quality care.

The provider had inclusive leaders who understood the context in which they delivered care. The registered managers role modelled the values of the workforce and organisation and demonstrated the experience and credibility to lead effectively. People, relatives and staff told us the registered managers were knowledgeable and supportive. The registered managers were keen to get it right and had sourced an external consultant for support with management and governance. A clear service improvement plan was regularly monitored to ensure any issues were identified and actioned.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they were able to speak to the registered managers about any concerns. Staff had access to whistleblowing information and guidance if required.

The provider supported inclusivity in their workforce. Policies ensured equality in recruitment and training opportunities. Staff told us they were able to request any additional support they required to fulfil their role.

The provider had clear systems of accountability with defined roles and responsibilities within the management team. Further office staff had been employed and this enabled the registered managers to delegate some work. The registered managers completed a range of checks and audits to monitor the quality and safety of the service. Governance systems were operating effectively. The registered managers had valued working with the local authority and were also engaged with local training services and wider professional newsletters to keep up to date.

The provider understood their duty to work in partnership with others to ensure services worked collaboratively to achieve good outcomes for people. They shared information and learning internally within the organisation and externally with other healthcare professionals and relevant authorities.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They considered new ways of improving staff training and knowledge, encouraging staff to focus on what they had achieved and how to continuously improve people’s experience of care.