All lines of enquiry related to this area of the CQC inspection are listed below. Visit the CQC website if you need to clarify which ones relate to your service.

To learn more about how to gain access to our products and services, click here

  1. Click on one of the icons related to the Care Quality Commission inspection questions: is it safe, effective, caring, responsive or well-led. This will show the key lines of enquiry (KLOEs) associated with each question.
  2. Choose the KLOEs that relate to the type of service you provide (eg residential adult social care, community adult social care and hospices). This will reveal the resources most relevant to your type of service.
  3. Add the products you are interested in to My List.
  4. Go through each KLOE and continue to Add to My List. You can edit your list at any stage by deleting or adding more items.
  5. Email your list to yourself or colleagues. Just fill in your email address and press Send. You don’t need to register on Care Improvement Works to do this.
  6. Open your email and click on the links to the products in your list.

Prompts that may be used by CQC inspectors to explore this…

W1.1 Are managers aware of, and do they keep under review, the day-to-day culture in the service, including the attitudes, values and behaviour of staff and whether they feel positive and proud to work in the organisation?

W1.2 How does the service promote and support fairness, transparency and an open culture for staff?

W1.3 How do managers make sure that staff are supported, respected and valued; have their rights and wellbeing protected; and are motivated, caring and open?

W1.4 Does the service show honesty and transparency from all levels of staff and leadership following an incident? How is this shared with people using the service and their families in line with the duty of candour, and how does the service support them?

W1.5 Do leaders have the skills, knowledge, experience and integrity they need to lead effectively – both when they are appointed and on an ongoing basis?

W1.6 Does the service have, and keep under review, a clear vision and a set of values that includes a person-centred culture, involvement, compassion, dignity, independence, respect, equality, wellbeing and safety? How do leaders make sure these are effectively embedded into practice? Do all staff understand and promote them?

W1.7 Is the leadership visible and capable at all levels and does it inspire staff to provide a quality service?

W1.8 Do managers and staff have a shared understanding of the key challenges, achievements, concerns and risks?

W1.9 How does the organisation promote equality and inclusion within its workforce?

W1.10 Are there cooperative, supportive and appreciative relationships among staff? Do staff and teams work collaboratively, share responsibility and resolve conflict quickly and constructively?

Products that can help include...

Healthy workplaces: improving employee mental and physical health and wellbeing (2017) (QS147)
Healthy workplaces: improving employee mental and physical health and wellbeing (2017) (QS147)

NICE quality standard on the health and wellbeing of all employees. It includes statements and measures on

  • The role of line managers
  • Identifying and managing stress
  • Employee involvement in decision-making

In particular, please see statements 1, 2, 3 & 4.


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Culture toolkit
Culture toolkit

Use the activty sheets and good practice examples in our Culture toolkit to embed a positive workplace culture in your organisation.  It is an inclusive and empowering culture is hugely important for staff.​


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A Positive culture (Good and outstanding care guide)
A Positive culture (Good and outstanding care guide)

Recommendations and practical examples from services rated good and outstanding including;

  • Put people who need care and support at the heart of the service, ensure managers and leaders are visible and approachable etc.
  • Avoid managers and leaders who make decisions in isolation, blame cultures, "them and us" between management and staff etc.

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Values based recruitment toolkit
Values based recruitment toolkit

When you recruit people do you think about the values you need them to have   The Values based recruitment toolkit will help you recruit the right people to deliver safe, person-centred care.​


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Vision, values and strategy (Good and outstanding care guide)
Vision, values and strategy (Good and outstanding care guide)

Recommendations and practical examples from services rated good and outstanding including;

  • Involve people and staff in the shaping of the vision, set aspirational but achievable targets etc.
  • Avoid unrealistic visions, values and strategies, people and staff who do not believe or remember the vision and values etc.

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Knowledge, experience and integrity (Good and outstanding care guide)
Knowledge, experience and integrity (Good and outstanding care guide)

Recommendations and practical examples from services rated good and outstanding including;

  • Ensure managers and leaders have care sector experience and qualifications, lead by example etc.
  • Avoid a lack of clear leadership, managers not capable of handling escalated issues etc.

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A Better Life for older people with high support needs: the role of social care (2014)
A Better Life for older people with high support needs: the role of social care (2014)

​This report identifies resources to support practitioners address the challenges in their  practice and relationships with older people with high support needs to improve choice, control and quality in their lives.​​​


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NG86 People's experience in adult social care services: improving the experience of care and support for people using adult social care services (2018)
NG86 People's experience in adult social care services: improving the experience of care and support for people using adult social care services (2018)

This guideline covers the care and support of adult's receiving social care in their own homes, residential care and community settings. It aims to help people understand what care they can expect and to improve their experience by supporting them to make decisions about their care.


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NG93 Learning disabilities and behaviour that challenges: service design and delivery (2018)
NG93 Learning disabilities and behaviour that challenges: service design and delivery (2018)

This guideline covers services for children, young people and adults with a learning disability (or autism and a learning disability) and behaviour that challenges. It aims to promote a lifelong approach to supporting people and their families and carers, focusing on prevention and early intervention and minimising inpatient admissions.


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Prompts that may be used by CQC inspectors to explore this…

W2.1 Do staff receive feedback from managers in a constructive and motivating way, which enables them to know what action they need to take?

W2.2 Where required, is there a registered manager in post?

W2.3 Does the registered manager understand their responsibilities, and are they supported by the board/trustees, the provider and other managers to deliver what is required? 

W2.4 Are all relevant legal requirements understood and met, including CQC registration requirements, safety and public health related obligations, and the submission of notifications and other required information? Do managers understand recommendations made by CQC, keep up-to-date with all relevant changes, and communicate them effectively to staff?

W2.5 How does the service make sure that responsibility and accountability is understood at all levels so that governance arrangements are properly supported? Do staff know and understand what is expected of them?

W2.6 Are there clear and transparent processes for staff to account for their decisions, actions, behaviours and performance?

W2.7 How does the service make sure that its approach to quality is integral and all staff are aware of potential risks that may compromise quality?

W2.8 How does the service assure itself that it has robust arrangements (including appropriate internal and external validation) to ensure the security, availability, sharing and integrity of confidential data, and records and data management systems, in line with data security standards? Are lessons learned when there are data security breaches?

Products that can help include...

Greater resilience, better care
Greater resilience, better care

Look and your own stress levels and the stress levels of your staff. This resource if for everyone and offers practical advice and exercises on how to build your resilience and cope with stress


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Level 5 Diploma in Leadership for Health and Social
Level 5 Diploma in Leadership for Health and Social

This is the qualification for registered managers. It is recommended by the CQC for anyone becoming a registered manager or moving into care management.​​


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Leadership programmes
Leadership programmes

Our leadership programmes are perfect for socal care leaders, from managers to directors, who want to develop their leadership skills and learn alongside their peers. Registered managers who are a member of our National Skills Academy, get discounts on a number of our programmes.​


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Leadership Qualities Framework
Leadership Qualities Framework

Use the Leadership Qualities Framework (LQF) to see at a glance what good leadership looks like for people at different levels in your organisation.​


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Nominated Indivdiuals guidance
Nominated Indivdiuals guidance

​If you are a nominated individual, Skills for Care have grouped the resources most relevant to you on our dedicated webpage. This means you can always go straight to the information you need.  ​


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Registered manager networks
Registered manager networks

Demonstrate that you are making links to external partners and best practice. Registered manager networks provide local practical support and are a great way to meet other managers. ​


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Well-led Programme
Well-led Programme

The programme is grounded in the reality of social care delivery and provides the opportunity to develop your leadership skills, make valuable advances in your service and have real impact in your workplace.

You’ll find out what managers of well-led organisations do to achieve and sustain high standards of leadership and learn how to apply these examples across your own organisation to deliver high quality, person-centred care.


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Registered Managers Membership
Registered Managers Membership

By becoming a  member of our National Skills Academy for Social Care for £35, registered managers are joining a community of managers committed to delivering great care. 

All of our members receive a hardcopy of the registered managers handbook, as well as access to exclusive newsletters, resources and support. ​


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Social care governance: a workbook based on practice in England (2011)
Social care governance: a workbook based on practice in England (2011)

Social care governance focuses on the responsibility of individual workers and teams to continuously learn from and improve their practice. It encourages professionals to introduce changes and achieve better outcomes for carers and people who use services​.


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Effective supervision in a variety of settings (2013) SCIE Guide 50
Effective supervision in a variety of settings (2013) SCIE Guide 50

Use this guide to gain an understanding of what is required for effective supervision. Sections include:

  • foundations of effective supervision
  • the supervisory relationships
  • monitoring the quality of supervisions
  • personal and professional development

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Enhancing staff development through supervision (2013)
Enhancing staff development through supervision (2013)

Use this film to find out how supervision can enhance the skills of staff who work in care home for older people.


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Governance (Good and outstanding care guide)
Governance (Good and outstanding care guide)

Recommendations and practical examples from services rated good and outstanding including;

  • How to ensure the govenance of the service enables it to deliver high standards of care
  • The impact of poor provider level support

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Prompts that may be used by CQC inspectors to explore this…

W3.1 How are staff actively involved in developing the service? Are they encouraged to be involved in considering and proposing new ways of working, including ways of putting values into practice?

W3.2 Are there strong links with the local community? How has the service strengthened relationships beyond the key organisations?

W3.3 How are staff supported to question practice and how are people who raise concerns, including whistleblowers, supported and protected?

W3.4 How does the service enable and encourage accessible open communication with all people who use the service, their family, friends, other carers, staff and other stakeholders, taking account of their protected and other characteristics?

W3.5 How are people's views and experiences gathered and acted on to shape and improve the services and culture?

Please note that no specific resources have been developed by Skills for Care, NICE or SCIE relating to this specific part of the CQC inspection. 

Engaging people, staff and the public (Good and outstanding care guide)
Engaging people, staff and the public (Good and outstanding care guide)

Recommendations and practical examples from services rated good and outstanding including;

  • How to benefit from engaging with people, staff and the wider community to deliver the care that is needed
  • The risk of not involving people, staf and the wider public in the shaping of your service

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QS167 Promoting health and preventing premature mortality in black, Asian and other minority ethnic groups (2018)
QS167 Promoting health and preventing premature mortality in black, Asian and other minority ethnic groups (2018)

This quality standard covers promoting health and preventing premature mortality amoung black, Asian and other minority ethnic groups. It is relevant to all age groups and all settings.  The statements are specific and concise and focus on priorities for quality improvement. In particular, please see statement 1.


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Prompts that may be used by CQC inspectors to explore this…

W4.1 Are resources and support available to develop staff and teams, and drive improvement?

W4.2 How effective are quality assurance, information and clinical governance systems in supporting and evaluating learning from current performance? How are they used to drive continuous improvement and manage future performance?

W4.3 How is success and innovation recognised, encouraged and implemented?

W4.4 How is information from incidents, investigations and compliments learned from and used to drive quality?

W4.5 How does the service measure and review the delivery of care, treatment and support against current guidance?

W4.6 Are information technology systems used effectively to monitor and improve the quality of care? 

Products that can help include...

NMDS-SC
NMDS-SC

You can use the NMDS SC to help you complete your PIR, plan your workforce needs and compare your service to others.​​​ It also provides benchmark information around pay, job roles and staff development.​


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Quality improvement, innovation and sustainability (Good and outstanding care guide)
Quality improvement, innovation and sustainability (Good and outstanding care guide)

Recommendations and practical examples from services rated good and outstanding including;

  • Use quality assurance systems and mock inspections, ensure staff are used to inspection and assessment etc.
  • Avoid only reacting to improvement needs, never planning for them etc.

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Social Care Online
Social Care Online

Use this database on all aspects of social care and social work to support your work, CPD and to keep up to date with the latest:

  • research
  • policy
  • practice

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Quality in social care (2014)
Quality in social care (2014)

Use these four films to support the delivery of social care excellence different settings:

  • care homes for older people
  • supported living
  • home care

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NG97 Dementia: assessment, management and support for people living with dementia and their carers (2018)
NG97 Dementia: assessment, management and support for people living with dementia and their carers (2018)

This guideline covers diagnosing and managing dementia (including Alzheimer's disease). It aims to improve care by making recommendations on training staff and helping carers to support people living with dementia.


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Prompts that may be used by CQC inspectors to explore this…

W5.1 How does the service work in partnership with key organisations, including the local authority, safeguarding teams and clinical commissioning groups and multidisciplinary teams, to support care provision, service development and joined-up care? Does it do so in an open, honest and transparent way?

W5.2 Does the service share appropriate information and assessments with other relevant agencies for the benefit of people who use the service? 

Products that can help include...

Building independence through planning for transition: A quick guide for practitioners supporting young people (2017)
Building independence through planning for transition: A quick guide for practitioners supporting young people (2017)

This is a short and visually appealing guide for practitioners supporting young people, containing key information from the relevant NICE guidance.


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Working in partnership, sharing best practice (Good and outstanding care guide)
Working in partnership, sharing best practice (Good and outstanding care guide)

Recommendations and practical examples from services rated good and outstanding including;

  • Ensure people play a key role in the local community (and vice-versa), engage and promote good and best practice etc.
  • Avoid working in isolation, failure to engage with other services and professionals etc.

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Strengths-based approach to Assessment (2015)
Strengths-based approach to Assessment (2015)

Use this film to find out how a strengths-based approach to assessment fulfils the main aim of the Care Act, in promoting people’s wellbeing and independence. Sections include:

  • what practitioners’ need to consider
  • what makes a good assessment
  • checklist of local authority duties
  • film on strength-based approach

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Commissioning for older people with complex needs (2014)
Commissioning for older people with complex needs (2014)

A film which highlights the challenges of commissioning person-centred home care for older people with complex needs. It shows examples from St Monica's Trust of providing good quality care built on the recruitment of the right staff and support, training and partnership working.​


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Integrated working for better outcomes (2013)
Integrated working for better outcomes (2013)

Use these resources to find out how integrated working can achieve better outcomes for people using services. Includes:

  • SCIE’s  online integration tool to support excellence in delivery of services
  • films highlighting good integrated working in practice

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What does integrated working mean to you? (2013)
What does integrated working mean to you? (2013)

​Integrated working - working together to improve outocmes and the experiences of people who use services is discussed from a range of perspectives - research, policy, organisational, practitioner, service user & carer​​.


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