Citibase Slough

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

At this inspection, although we found overall improvements and that the service was following an action plan to improve, we did find some areas for improvement. These related to the need for a clear system and process for staff to provide feedback or suggestions on how the service could improve. Some staff also did not feel supported in all areas and there was some feedback that systems needed to be more efficient, such as staff receiving staff rotas on time. Having said that, we judged that the service was overall well led. The provider had systems for monitoring and improving quality of care and were continuously working to make improvements. Relatives of people using the service provided positive feedback and felt the service was supportive and well-led.

This service scored 64 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

There were mixed reviews from staff regarding the culture of the service. Some of the comments from staff included, ''I would recommend this as a good place to work” and other comments included the morale being low and there being some issue with working conditions such as not receiving staff rota in advance.

The provider's systems did not ensure that all staff were involved in team meetings. Team meetings took place and staff had the option to attend in person or online however some staff said they did not attend team meetings as they were not aware that staff meetings took place. The provider had clear policies, procedures and processes for staff training.

Some staff felt the culture in the organisation had not always been supportive or compassionate when it comes to some things. Staff explained that they did not feel confident to raise some issues with management, for example the issues regarding being paid late and not being provided with a rota in advance. However staff did say they received the right training to enable them to feel confident in their role and to deliver care to people because management ensured they had the right skills to complete their role. Staff also felt they could approach the manager regarding additional training if required . All staff however demonstrated a passion to provide safe and good quality care for the people they were supporting. They understood about providing person centred care and the importance of understanding people’s needs. They understood about equality and diversity and wanted to provide compassionate care.

The manager had a clear vision for the organisation and was working on developing service and make changes. There were a range of policies and procedures that reflected regulations and good practice guidance.

Some staff that we spoke with told us that they did not have access to the whistleblowing policy however understood when and how to raise concerns about abuse. Staff said they were not comfortable to raise some issues with management as they were scared of the possible negative outcomes. The registered manager confirmed that an action from the local authority action plan was to ensure that policies and procedures were available to staff. The manager confirmed they have uploaded all easy read policies and procedures onto the training platform.

There were policies and procedures for staff to speak up and people to raise concerns. There was not a clear system in place for staff and people’s feedback or suggestions to be captured for review by managers, for example through anonymised surveys. Staff and people told us that they had never been asked to complete a feedback survey although people and their family members were able to engage with management on spot checks and raise any concerns.

Staff had received training in equality and diversity.The staff employed at the service an people using the service were from a wide range of backgrounds. A staff member commented, “That our clients are diverse, different religions, from different countries, speak different languages and we get to know them and understand their culture and treat each individual equally. "

The provider had a range of policies and procedures in place to ensure an inclusive and fair environment for people and staff. The provider was committed to challenge any form of discrimination and bullying people encountered. Staff had received training in equality and diversity. People’s individuality was respected regardless of their abilities, their background or their lifestyle.

The service had a clear management structure in place. Staff were well informed of their role and reporting arrangements. Staff spoke positively about the management of the service. The registered manager had the skills, knowledge and experience to perform their role. They had a clear understanding of people’s needs and maintained oversight of the quality of the service. The registered manager was aware of their responsibility to notify the local authority and the CQC appropriately of safeguarding concerns.

The provider undertook a range of audits to help keep people safe. Areas audited included health and safety, moving and handling, infection control, cleanliness and medicines administration. Systems in place ensured that staff were kept informed of changes within the service and with people’s needs through regular communication via the messaging app on their mobile smart phones and daily logs.

Relatives of people using the service knew the management team. They told us they were able to contact the manager at any time and that they are involved in their relatives care needs. One relative told us that the manager arranges all of her family members appointments and arranges the travel to the appointments when needed.

The provider explained they worked closely with other organisations including social workers, the local authority and healthcare professionals. They advised they sought advice and arrange appointments with other organisation to meet peoples needs.

The provider had suitable systems in place to help to ensure people's needs were assessed and met.

Three out of 5 care workers told us that there was a lack of communication and engagement from management. They told us that they were not aware of team meetings and they were not given the opportunity to have involvement with the development of the service. The provider confirmed that they were currently working on the Slough Local Authority improvement plan. The manager showed a strong interest in improving the service and was having regular check in meetings with the local authority to discuss their progress. The manager told us that to address one of the concerns regarding staff being late a new system was being introduced which would flag up when a care worker was running late and enable them to identify another care worker who was close by who could cover the call if required.

The provider had made improvements since the last inspection and following the local authority quality assurance visit. The provider was demonstrating lessons learnt and working towards an action plan on how to improve the service. The provider undertook unannounced spot checks on staff to ensure staff were providing good and effective care. Management used spot checks to retrieve feedback from people and or their relatives. They used this knowledge to help plan improvements to the service and published a yearly review of the progress of the service.