Carewise 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

The provider had now implemented robust systems to measure and monitor the service provided in order to drive improvement. In 2024, there had been a change of provider and a new manager was in post. People, families and staff had noticed the improvements that had been made. Systems for protecting people from the risk of abuse or harm had markedly improved. Risks to people were now assessed appropriately to prevent reoccurrence. People’s capacity to make decisions were now recorded and acted upon in line with the principles of the Mental Capacity Act 2005. The service worked in partnership with the local commissioning authority and quality team to address previous shortfalls. As a result, significant improvements had been made across care planning and risk assessments and to the service overall.

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 service demonstrated a shared vision, strategy and culture. The manager explained the importance of acknowledging people’s choices and preferences, such as whether they preferred a male or female carer. One staff member told us, “Carewise is making clients comfortable in their homes and giving the care they need to lead normal lives. It’s very nice to help someone. Most people don’t want to leave their homes or their memories. That is the main aim of Carewise, to give the best care.”

Systems had been developed that supported staff to understand the importance of caring for people, respecting their human rights and diverse needs. For example, staff meetings were held and included discussions about people’s individual needs and preferences. Supervision meetings enabled staff to talk about the people they supported, to make suggestions about their needs and any challenges that might affect the support. The provider had a whistleblowing policy, and staff knew how to raise any concerns or share information anonymously.

Staff were supported by the management team. One staff member said, “The managers are very friendly. If I have any concerns, they are very supportive. If I had anything I didn’t like, they would solve it. They are principled, they are very professional.” Changes had been made since the service changed ownership. Staff told us about the differences they had seen, which they described as, ‘all good’.

Since Carewise Ltd had changed ownership, the new management team now provided effective leadership of the service. Care plans were drawn up by staff who were competent to do so. These care plans included detailed risk assessments and advice which staff were able to access on their mobiles through a dedicated application. This information was only accessible for staff and was password protected to ensure information about people was maintained confidentially. Staff meetings enabled staff to gather together, and to air their views or suggestions. Individual supervisions also encouraged feedback from staff. The management team was visible and accessible in the office. A staff member told us, “You can go to the office and they help and support you, it’s much better now.”

Staff were encouraged to speak out on all aspects of the service. A staff member demonstrated their understanding of whistleblowing and said, “If I noticed a colleague was not doing their job properly, or I noticed harm, I would report it. I’ve never had to thank goodness.” Another staff member told us, “Any concern can be anonymous if you want it to be. If I had a concern about a colleague or something not working well in the company I would talk with the manager. If anyone did not do anything about it, I might go to CQC.”

A positive culture had been developed, and processes supported staff to speak up if they had any concerns. The provider’s whistleblowing policy guided staff on how to raise a concern anonymously. Supervision meetings provided a supportive environment for staff to talk freely. A staff member said, “If I’ve had a bad day, I can talk about it. Staff in the office are welcoming. These guys are about everyone.”

The service had developed a workforce that was diverse and inclusive. Staff felt listened to and supported by the management team. A staff member said, “I believe in equality and diversity; everybody is equal no matter their differences. Everyone has different values and views, different perceptions, People might have racial differences, you all need equal rights and equal privileges. I have the support I need and people don’t look at me because of my race. I feel at home here and comfortable with clients. I feel the best of myself.”

Workforce equality, diversion and inclusion was at the heart of the service. The service promoted Wellbeing Wednesday, a weekly meeting where staff could gather together and talk about anything. This might include any personal matters, management support, and wellbeing such as counselling as well as access to stress management resources. The provider had an equality and diversity policy.

Good governance had been an issue at previous inspections, but now the service was well led and improvements had been made with a change of ownership. The manager told us they felt supported in their role now, and was in the process of registering with CQC. The service manager said, “The group [provider] oversees the overall management of the service, making sure the care is of good quality, safe and well-managed. We oversee the training and have developed quality assurance systems.”

New processes have now been developed to monitor and measure the service overall, to look at the quality of care delivered, and to drive improvement. Audits were now completed for health and safety, risk management, day to day management of the service with carers, medication audits, daily log audits, and care plan reviews. Care plans we reviewed were detailed and provided good information and guidance for staff to follow. People’s risks were now assessed and managed safely. Significant changes made under the new provider had been sustained over several months and were now embedded into practice.

Collaboration between partners, including health professionals, meant that people received seamless care. People knew who the manager was and felt confident they would be listened to. A relative said: “I do know who the manager is. If I ask for something, they listen to me.”

The management team worked in partnership with a range of professionals. For example, ongoing involvement with the local authority’s quality assurance team had resulted in improvements in care planning, risk assessments, mental capacity assessments and business continuity planning.

We received feedback from the local authority’s quality assurance team who have been providing support to Carewise Ltd since February 2023, and with the change of ownership in 2024. This team have been providing quality assurance and marketing support, and have provided advice and guidance on a range of topics which has helped to make the changes required to drive significant improvement under the new provider.

Systems had been developed to underpin the running of the service which resulted in the sharing of information and learning across health and social care sectors in the area. The service shared information locally through managers’ forums and other care agencies. The management team attended CQC webinars to receive updates and share information on compliance and regulation.

Significant improvements have been made since this service was last inspected, and with a change of ownership in 2024. People and staff contributed to continuous learning through feedback about care, and understanding how improvements could be achieved. Spot checks conducted by senior staff provided an opportunity for people to speak about their care and for carers to be observed. The management operated an open door policy; staff told us they were confident to discuss anything, and they would be listened to.

Systems had been developed to foster a culture of learning, improvement and innovation. For example, recent involvement from the local authority’s quality assurance team had been positive in making changes to care plans and strategy. At a meeting with the team, it was noted that everyone was engaged and open to feedback. Team meetings provided opportunities for sharing information and for suggestions to be heard. Complaints and compliments were also shared and discussed, with areas for improvement. Staff complaints were recorded and discussed.