Charlesworth 247 Limited

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 service was managed by an experienced registered manager, who people, relatives and staff all liked and respected. Staff were provided with the support they needed to develop their roles with the clear aim of always providing the highest quality care possible. People received high quality care and support as a result of an experienced staffing team established by a highly capable and caring registered manager. Governance processes which included wide-ranging audits helped the registered manager and provider to identify any areas of risk and to take action before any concerns impacted people’s safety. This is a well-managed service.

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.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff felt supported by the registered manager and provider. They felt trusted to do their jobs to the best of their ability knowing they had the support of a skilled, compassionate and capable registered manager. A staff member said, “The company itself is well led, we have seniors, a deputy manager, and the manager to contact if we have any concerns. The manager is approachable whether that be with ringing or going to see them face to face.” Staff felt encouraged to develop their roles and high quality performance was rewarded with promotion. A staff member told us that although the number of senior care staff roles was limited due to the size of the company, they were still encouraged to perform highly so they would be ready when the next post became available. New staff welcomed the inclusive and caring approach of the management. Staff were listened to, their personal circumstances taken into account and rotas were adapted wherever possible to accommodate requests by staff. A staff member praised the induction and shadowing opportunities when they first started. They said, “I've had shadowing by the deputy manager who has an extra special quality of being able to put you at ease whilst explaining in great detail how things are done.” The registered manager told us they only recruited the highest quality staff to ensure people continued to receive a high quality service. They told us they delegated responsibilities to capable staff, encouraging high quality performance and development amongst their staff. They also told us this gave them peace of mind that when they were away from the service, staff understood their roles and the day to day running of the service continued.

Staff had been promoted or recruited to senior positions. They had clearly defined roles and responsibilities and these were monitored during spot checks and supervision. High performing staff had been encouraged and supported to obtain externally recognised qualifications such as their Level 3 and Level diplomas in adult social care. Both of these qualifications equipped staff to carry supervisory and management roles. This increased the skills of staff resulting in the sustaining of high quality care for people.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff told us they had clearly defined roles and responsibilities. They told us they discussed their roles during regular supervision. Staff welcomed the opportunity to discuss any issues they had about the roles with senior staff. A staff member said, “Charlesworth aims and objectives were explained, policies and procedures were gone through, a staff handbook was given. I can remember being told you are never on your own. There is always someone I can reach out to.” The registered manager felt they had effective auditing processes in place that enabled them to oversee the running of the service and to identify any issues before they impacted people’s health and wellbeing. The registered manager understood the statutory and regulatory requirements of their role. This included notifying the CQC of relevant incidents. Records viewed showed this process was effective.

Governance and auditing procedures were in place. These covered a wide range of areas that could impact the health and safety of people. Regular audits of medicine processes, staff training, accidents, incidents, and complaints took place. These processes, amongst many others, helped to ensure people received high quality care and support. The provider had emergency contingency plans in place should there be a sudden event that could affect the smooth running of the service. This included; poor weather planning, staff sickness and national events such as COVID. People’s care records were stored safely. Paper records were stored in locked cabinets. Electronic records were password protected. The registered manager was able to identify if unauthorised people had access records. This helped to keep people’s personal data secure.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.