Quality Care Consultant Services Ltd

Quality Care Consultant Services Ltd Health & Social Care Consultant with 18 years experience working in Acute Settings.

Experience supporting providers with mockinspections/ assessments of service, Turnaround support, Quality assurance / Audits/ Mentor and coaching and bespoke training. Key note speaker CQC compliance , systems and processes and governance
Quality Assurance Care Plans, Supervisions, Direct Observations, CQC notifications, Investigations, more available via discussion

Systems & Processess Mock Ins

pections - be CQC ready with comprehensive Action Planning

Complaint and Investigation Support

Training & Mentoring Services Bespoke to your service.

121 Mentoring for Registered Managers or Team Leads

Interim Manager Support

Focussed Surveys and Trends Support

New Business Support/Growth

Business Plan Support

Registrations Support

Welcome all new followers! Lovely to have you onboard….Keep tuned in for hints and tips and updates on   themes and tren...
02/09/2026

Welcome all new followers! Lovely to have you onboard….

Keep tuned in for hints and tips and updates on themes and trends around inspections and my findings from Mock inspections completed all over the uk.

Let me find the missing data and incomplete pathways first, help you to find the solutions and have you CQC ready.

Ofcourse I know what CQC are
Looking for to maintain outstanding ratings as well as to achieve good. Aligning data to regulations and characteristics is what I do.

If you need support let me know. I’m like a
Little bumble bee, carrying the pollen of good
Practices around the country.

Let me pollinate your flower! ❤️

Registered Managers, does your risk assessment cover what happens if a stairlift breaks down during a care call?……Someth...
23/08/2026

Registered Managers, does your risk assessment cover what happens if a stairlift breaks down during a care call?……

Something to think about…. Who has the duty of care in a persons own home with their own equipment?

…..a stairlift can be essential to accessing their bedroom, bathroom, medication, meals or a safe place to rest.

But what happens when the stairlift suddenly stops working…..while your care worker is there?

This is where a good assessment and contingency plan really matter.

It isn’t enough for the risk assessment to simply state ‘’uses stairlift.’’ In care plans.

We should be considering the foreseeable consequences of that equipment becoming unavailable.

Your assessment and care plan should consider:

How dependent is the person on the stairlift? Can they safely use the stairs by another method, or is this completely unsafe?

What should staff do if it stops working?

There should be clear instructions rather than expecting an individual care worker to make a difficult decision alone.

Where is the person when it fails? Being stranded upstairs may present very different risks from being downstairs.

What essential needs could be affected?

What happens if they are halfway up or down the stairs?

Who should staff contact?

Is there an emergency repair arrangement?Record who is responsible for the stairlift and how an urgent fault should be reported.

What should staff NOT do? Staff should not improvise unsafe transfers, physically carry someone on stairs or attempt repairs they are not trained or authorised to undertake.

When does the situation need escalating?The plan should identify when a breakdown becomes a welfare or safety concern requiring management involvement or appropriate emergency assistance.

What happens to subsequent care calls? If the stairlift remains out of service, the provider needs a plan for how essential care will continue to be delivered safely.

And there is another important question for Registered Managers:

If a stairlift breaks during a care call, at what point is it safe for the care worker to leave?

How long would staff need to stay with the client while help
Comes?

If it breaks down and they are safe, staff need a clear escalation process and management support to determine what happens next!

It’s worth checking your current assessment-

Do they say “uses stairlift” — or do they actually tell your staff what to do when the stairlift doesn't work?

14/08/2026

Happy Friday - here’s what I’m up to today. What is giving you the ‘Friday feeling’?

Guess what I would focus on if I were going to do a mock inspection in the next few months.......With extreme weather br...
13/08/2026

Guess what I would focus on if I were going to do a mock inspection in the next few months.......

With extreme weather bringing additional pressures and risks, I wouldn’t just be asking, ‘Are you inspection ready’

I’d be asking:

‘Can you demonstrate that you anticipated the risks during the UK recent heatwave, adapted your service, worked with your partners and protected the people you support AND your staff’

Here’s where I’d focus my Mock Inspections booked in the next quarter.

EXTREME WEATHER & CLIENT WELLBEING
How are you identifying people who are particularly vulnerable during hot weather? Think dehydration, overheating, reduced mobility, communication difficulties, long-term conditions and medicines that may increase risk.

Tip: Don’t rely on a generic hot-weather risk assessment. Show how risks have been considered at an individual level and translated into care.

MEDICATIONS
Are medicines being stored within the required temperature ranges? Do staff know what to do if storage temperatures are exceeded? Have you considered how extreme heat may affect individuals taking particular medicines?

Tip: Check storage temperatures, escalation procedures, PRN protocols, MAR records and staff knowledge.

FOOD & HYDRATION
How are you encouraging hydration throughout the day? Are people being offered appropriate choices and alternatives? Are fluid targets, swallowing needs and nutritional risks understood?

Tip: A completed fluid chart isn't the outcome. Ask whether the person actually received enough fluid and what action was taken when they didn't. you can do this with your manager walk rounds ( if a home ) or if Dom care, call your clients or ask staff to ask them during visits and record responses.

One service I visited had some lovely water melon for residents to cool them down but, the did not consider those on a modified diet and the risks/ and seed risks.... tis was rectified after it was noted.

STAFF WELLBEING
Your workforce matters too. How are you managing heat, fatigue, hydration, breaks, staffing pressures and safe working conditions? Remember staff with health conditions such as diabetes and those who may be pregnant or suffer with other conditions made worse by heat and exhaustion.

Speak to staff. Would they know who to approach if extreme weather was affecting their ability to work safely?

STAFF KNOWLEDGE & SKILLS
Can staff explain the signs of heat exhaustion, heatstroke, dehydration and deterioration? Do they know when to escalate concerns and who to contact?

Tip: A training certificate demonstrates training took place. Competence is demonstrated through knowledge and practice. You could have these discussions at huddles or stand up meetings, if Dom care, record in supervisions or team meetings.

ENVIRONMENT
Are temperatures being monitored? Are rooms adequately ventilated and shaded where appropriate? Are fans or cooling measures being used safely? Have you considered people who cannot independently move away from uncomfortable temperatures?

Walk around at different times of the day. The environment at 9am may feel very different at 3pm. In Dom care, ask staff to record curtains closed, air conditioning or fans on and in place and questions if clients are comfortable and what else can they do to help?

INCIDENTS & LEARNING
Are incidents, near misses, deterioration and concerns being reviewed for patterns related to heat ?

Tip: Don't just record the incident. Ask: What did we learn, what did we change, and did the change work?

CARE PLANNING & RISK ASSESSMENT
Do care plans reflect current seasonal and extreme-weather risks? Are changes communicated to staff and reviewed when people's needs change?

Tip: Follow one person's journey from risk assessment, care plan, staff knowledge, daily records, review and outcomes. Focus on heat related audit data.

POLICIES & PROCEDURES
This would be a big focus for me.

Have your policies and procedures actually been reviewed in light of extreme weather?

Extreme weather / heatwave procedures • business continuity • emergency planning hydration and nutrition • medication management and storage • infection prevention • staffing and staff welfare • environmental safety • safeguarding • escalation and emergency response. Staff uniform policy, can they where T shirts and trousers and normal tabards open? Get some air flowing or, do you have a lighter summer uniform alternative like shirts or T-shirts?

Tip: One service I recently visited did not have extreme heat storage guidance in their medication policy.... does yours?

The photo…. What a provider gave me today to stay cool!

You got any tips to share?

Sign up to this free resource! Proud to be an expert revising policies and procedures. Look out for my input on policies...
21/07/2026

Sign up to this free resource! Proud to be an expert revising policies and procedures. Look out for my input on policies ✅ https://lnkd.in/eZDwf9w7

16/07/2026

your work and never work again

09/06/2026

Are your future managers already working on your frontline today?…..

Many care providers prefer to develop and promote their own staff into senior team leader and management roles. When done well, this approach can bring significant benefits to both the organisation and the people receiving care.

I can see the benefits when looking for evidence of capable and compassionate leaders in my Mock Inspections….

Here are some of the Pros..

1. Homegrown leaders already understand the culture, values, policies, and expectations of the organisation. They know the people they support, the staff team, and the challenges faced on a day-to-day basis.

2. Promoting from within demonstrates that there are real career progression opportunities. This can improve retention, motivation, and staff engagement.

3. Internal candidates often require less time to settle into their new role because they are already familiar with systems, processes, and tools.

4. Employees who have grown with the organisation often have a strong sense of ownership and pride in its success.

5. Managers who have worked their way up frequently have a deeper understanding of what frontline teams need to deliver outstanding care.

But…. Watch out for cons …

1. Being an excellent carer or team leader does not necessarily mean someone is ready to manage people, performance, budgets, or compliance. Appropriate leadership development is essential.

2. New managers can sometimes struggle to hold friends and former colleagues accountable, which can lead to inconsistencies and conflict.

3. Staff who have been with an organisation for many years may be more likely to continue "the way we've always done it" rather than driving innovation and improvement.

4. Recruiting externally can bring fresh ideas, different experiences, and new ways of working. Organisations should be careful not to become inward-looking.

5. Without sufficient mentoring and support, employees can feel overwhelmed by the demands of management, leading to stress, burnout, or poor performance.

Growing your own leaders can be one of the best investments an organisation makes, but promotion should be supported by structured training, mentoring, coaching, and ongoing development.

What has been your experience with promoting from within? Has it strengthened your organisation, or have you encountered challenges along the way?

Really interested in your thoughts?

Want to see what post 'Mock Inspection' (compliance assessment) looks like for a service recently rated Requires Improve...
16/05/2026

Want to see what post 'Mock Inspection' (compliance assessment) looks like for a service recently rated Requires Improvement by CQC?...........

First of all, I told the provider they do NOT need a Mock Inspection, CQC have already identfied what is working well and what needs to improve. They are RI in Safe and Well led - other domains were rated Good.

Does this mean my services are not engaged? NO.... it does not.
What this means is I bespoke my services to meet the providers needs.

Secondly, why would I look at all the same data CQC looked at and rated them good only 6 months ago? what a waste of the providers time!

What did I do...... I assessed compliance to Regulation 12 and Regulation 17 and wrote a focussed report on what they have done well and what do they still need to improve.

Following the 35 page report with an action plan for Safe and Well led included ( remember I only reviewed Safe and Well led), normally my reports are on average 80 pages long for a full compliance assessment, we agreed some ongoing support.

We booked Intensive for the next 3 months. 2 x days every fortnight. We will then look at stepping this down to 2 x days a month for an agreed time ( maybe 3 - 6 months) to ensure changes are sustainable, embedding and improvements assure CQC ready for their next visit compliance to regulations.

If you are interested in what that support looks like, see attached file. If it helps you to review your own service in the same way, thats great. The attached is a snipping as the whole file wont upload. DM me for the whole file.

Sharing is caring and thats what I am about, and why I started my business - Quality Care Consultant Services Ltd.

Happy to answer any questions 😉😘😁✅

08/05/2026

Want to see what I would review as part of a Mock Inspection or Service Compliance Assessment ( what ever you want to call it) Why not use to QA your service using my schedule?........ its free!

This is what 2 x days work looks like working as a Health & Social Care Consultant. Its hard work but I love it...

My brain is fried at the end of the 2 x days plus, I am often mentoring and coaching too while I gather the same data CQC call 'intelligence' and take weeks or months to gather. Then, I need to write the report!

Now I am going to be controversial here...

I get to review the same safeguarding notifications.
The same investigation reports
The same PAMMS quality team reports and action plans
The same complaints logged
The same CQC notifications
and I speak to the same clients, relatives, staff, professionals and visitors in general.
I have access to the same policies and procedures and systems and tools.

So, I think consultants work ... harder than inspectors as we need to get all that data in a 2 day window. Also, some reports take 'months' to be published.. for example this provider had an Inspection in September 2025 - Report published this month! wow!

Anyway, this is NOT a ' CQC Slate' this is a...... we do a great job to support struggling providers, improve services and assure providers who are doing things well so people using the service have great outcomes and, the provider is CQC ready!

hope you enjoy the schedule and use if to assess your service. It is a Dom Care service visit record.... happy friday.

P.S - love to hear your comments but, if you cant say anything nice, keep scrolling!
Its not a snap shot of the service as I look at data sampled over 2 - 3 years.

Cant upload the PDF for some reason so see below:
Day 1 – Safety, Medicines and Governance
09:00 – 09:30
Opening Meeting with Registered Manager and Leadership Team
Purpose
• Review post-CQC action plan
• Understand improvement progress
• Identify completed and outstanding actions
• Clarify governance oversight arrangements
Documents Requested
• Current service improvement plan
• Governance structure
• Audit schedules
• Latest KPI reports
• Training compliance reports
• Medication audit summaries
• Complaints overview
• Safeguarding tracker

09:30 – 11:30
Medicines Management Review
Areas to Review
• Medication Administration Records (MARs)
• PRN protocols
• Medication support plans
• Medication competency assessments
• Medication training records
• Medication errors/incidents
• Medication audits
• Evidence of follow-up actions
• Spot-check records
• Covert medication documentation (where applicable)
Sample Review
• 5–8 MAR charts
• 5 medication competencies
• Medication audit records
• Medication incident investigations
Key Questions
• Are MAR gaps identified promptly?
• Are staff witnessing administration appropriately?
• Are competencies current?
• Are medication timings aligned to care plans?
• Are medication errors analysed and learned from?
Evidence of Progress
• No unexplained gaps
• Accurate recording practices
• Robust competency monitoring
• Evidence of management oversight
• Reduced medication incidents
Regulation Focus
• Regulation 12 – Safe Care and Treatment
• Regulation 17 – Good Governance

11:30 – 12:30
Review of Visit Timings and Care Coordination
Areas to Review
• Electronic call monitoring reports
• Late/missed visit reports
• Double-up call coordination
• Escalation processes
• Complaints linked to timings
• Staff allocation systems
• Out-of-hours monitoring arrangements
Key Questions
• Have late visits reduced?
• Are medication calls prioritised?
• Are people receiving calls at expected times?
• Are concerns escalated appropriately?
Evidence of Progress
• Reduced late call trends
• Improved call consistency
• Better communication with people/families
• Reduced complaints relating to timings
Regulation Focus
• Regulation 9 – Person-Centred Care
• Regulation 12 – Safe Care and Treatment
12:30 – 13:00
Lunch / Interim Reflection- Eat while you work
13:00 – 15:00
Governance and Quality Assurance Systems
Areas to Review
• Governance meeting minutes
• Action plans
• Incident analysis
• Safeguarding oversight
• Lessons learned records
• Complaints analysis
• Supervision oversight
• Audit outcomes
• Quality assurance systems
Specific Focus
• How risks are identified
• How actions are monitored
• How lessons are embedded
• Evidence of sustained improvement
Key Questions
• Are audits effective?
• Are recurring concerns reducing?
• Is there clear accountability?
• Are actions completed within timescales?
• Are incidents used as learning opportunities?
Evidence of Progress
• Robust governance oversight
• Clear evidence of completed actions
• Trends monitored effectively
• Lessons learned embedded into practice
Regulation Focus
• Regulation 17 – Good Governance

15:00 – 16:30
Staffing, Supervision and Competency Review
Areas to Review
• Staff training matrix
• Supervision records
• Appraisals
• Competency assessments
• Spot-check observations
• Probation records
• Shadowing evidence
• Recruitment records (sample review)
Sample Review
• 6–8 staff files:
o New starters
o Senior carers
o Medication-trained staff
Key Questions
• Are competencies current?
• Is supervision reflective and effective?
• Are staff supported following incidents?
• Is performance monitored consistently?
Evidence of Progress
• Improved training compliance
• Competency systems embedded
• Better staff oversight
• Consistent supervision practice
Regulation Focus
• Regulation 18 – Staffing
• Regulation 17 – Good Governance

16:30 – 17:00
Day 1 Feedback and Risk Escalation
Purpose
• Share immediate concerns
• Identify urgent risks
• Clarify evidence still required for Day 2

Day 2 – Care Delivery, Lived Experience and Embedded Practice

09:00 – 10:30
Care Planning and Risk Assessment Review
Areas to Review
• Care plans
• Risk assessments
• Healthcare guidance
• Environmental risk assessments
• Moving and handling assessments
• Equipment documentation
• Communication records
• Consent/MCA documentation
• Review records
Sample Review
• 6–8 people using the service
• Include:
o Complex medication
o Double-up care
o Moving & handling
o High-risk health conditions
Key Questions
• Are care plans current?
• Are risks clearly mitigated?
• Are instructions detailed and person-centred?
• Are reviews meaningful and outcome-focused?
Evidence of Progress
• More detailed care guidance
• Current and accessible risk assessments
• Clear healthcare instructions
• Better linkage between risks and care delivery
Regulation Focus
• Regulation 9 – Person-Centred Care
• Regulation 12 – Safe Care and Treatment

10:30 – 12:00
Staff Practice and Observation Session
Areas to Observe
• Staff interactions
• Communication
• Dignity and respect
• Infection prevention and control
• Medication practice (where possible)
• Moving and handling practice
• Use of PPE
• Staff understanding of risks
Key Questions to Staff
• How do you escalate concerns?
• What would you do after a medication error?
• How do you access care plans?
• How are changes communicated?
Evidence of Progress
• Staff confident in procedures
• Practice aligned to care plans
• Positive interactions observed
• Good understanding of escalation processes
Regulation Focus
• Regulation 9
• Regulation 10
• Regulation 12
• Regulation 18

12:00 – 12:30
Lunch / Interim Reflection

12:30 – 14:00
People’s Experience and Feedback Review
Engagement With
• People using the service
• Relatives
• Staff
• Coordinators
Areas to Explore
• Reliability of calls
• Medication timings
• Communication quality
• Continuity of carers
• Responsiveness to concerns
• Whether improvements have been noticed
Key Questions
• Do people feel safer?
• Have timings improved?
• Are concerns acted upon?
• Do people feel listened to?
Evidence of Progress
• Positive feedback trends
• Reduced complaints
• Improved confidence in service delivery
• Better communication with families
Regulation Focus
• Regulation 9 – Person-Centred Care
• Regulation 16 – Complaints

14:00 – 15:30
Incident Management and Learning Culture Review
Areas to Review
• Incident reports
• Safeguarding investigations
• Escalation records
• Learning outcomes
• Staff debrief records
• Management follow-up actions
Key Questions
• Are incidents escalated promptly?
• Are staff confident raising concerns?
• Are lessons embedded?
• Are trends monitored?
Evidence of Progress
• Better escalation culture
• Evidence of reflective learning
• Improved management oversight
• Reduced repeat incidents
Regulation Focus
• Regulation 13 – Safeguarding
• Regulation 17 – Good Governance

15:30 – 16:30
Final Feedback Meeting
Feedback Areas
• Areas of strong improvement
• Areas requiring further embedding
• Outstanding risks
• Sustainability of improvements
• Governance maturity
• Recommended next steps

Suggested Outcome Themes
The revisit should determine whether:
• Medicines governance is now safe and effective
• Governance systems are proactive rather than reactive
• Staffing oversight is robust
• People experience more reliable care
• Lessons learned are embedded into daily practice
• Improvements are sustainable long term

Address

Norwich
NR33HZ

Opening Hours

Monday 9am - 5:30pm
Tuesday 9am - 5pm
Wednesday 9am - 5pm
Thursday 9am - 5pm
Friday 9am - 5pm

Telephone

+447941840714

Website

Alerts

Be the first to know and let us send you an email when Quality Care Consultant Services Ltd posts news and promotions. Your email address will not be used for any other purpose, and you can unsubscribe at any time.

Contact The Business

Send a message to Quality Care Consultant Services Ltd:

Shortcuts

Share