Daily, Weekly, Monthly & Annual Meeting Schedule
π When: At the start and end of each shift (typically 15β30 minutes) Morning, afternoon, and night shifts
π₯ Who Attends: All outgoing staff from the previous shift All incoming staff for the new shift Team leader or senior carer (acts as chairperson)
π£οΈ Whatβs Discussed: Key updates about each service user (health, behaviour, mood, changes) Medication updates (PRN given, refusals, errors) Safeguarding concerns or alerts Incidents or accidents during previous shift Staff availability, rota changes, or cover Any equipment or home/environmental issues
π Who Fills It In: The Team Leader or Senior on Duty Notes are entered into a: Handover Book (paper-based), or Digital system (e.g., Nourish, Access Care, Person Centred Software) Should include initials, date/time, and any actions to follow up
β Why It Matters: Ensures safe, continuous care Prevents communication breakdowns Supports CQC Regulation 12 (Safe care and treatment) Helps track patterns or early warning signs
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π When: Daily (usually morning) β 10β15 minutes Before the shift begins or just after handover Optional additional check-in in high-risk services or after incidents
π₯ Who Attends: Registered Manager Deputy Manager Team Leaders / Shift Leads Clinical Lead (if applicable) Admin or compliance support (optional)
π£οΈ Whatβs Discussed: Staffing update: Rota gaps, absence cover, agency use Service user alerts: Deterioration, behaviour changes, hospital admissions Incident/accident reviews: Overnight or since last meeting Safeguarding updates (new or ongoing concerns) Medication issues: Missed doses, refusals, changes to MAR Environment checks: Repairs, infection control alerts Visitors/professional involvement: e.g., GP, CPN, social worker visits today Urgent actions: Tasks to be delegated or escalated π Who Fills It In: Deputy Manager or nominated Admin Lead Use a Flash Meeting Template with: Date/time Attendees Bullet points for each category Action log with named responsibilities and deadlines
π Can be stored digitally or in a Flash Meeting Log Folder for CQC evidence
β Why It Matters: Keeps management aligned and proactive Supports safe, coordinated service delivery Ensures nothing important is missed between shifts Helps services meet CQC βWell-Ledβ and βSafeβ expectations
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π When: Weekly or fortnightly (depending on service size) 30β60 minutes, scheduled to include all shift teams over time Held in-person or virtually, where needed
π₯ Who Attends: All care staff (support workers, HCAs, nurses, cleaners, etc.) Team Leaders or Senior Carers Registered Manager or Deputy Manager (chairs the meeting)
π£οΈ Whatβs Discussed: Service user updates: Changes in health, care plans, behaviour, or communication needs Practice reminders: Medication errors, safeguarding, confidentiality, infection control Incidents or complaints: Brief learning points and any required changes Team wellbeing & morale: Space for staff to share challenges or concerns Training updates: Upcoming sessions, expired certificates, staff feedback Positive feedback & compliments received from families or professionals Policy updates or changes affecting daily practice Suggestions for improvement from staff
π Who Fills It In: Manager or designated staff member (e.g., team leader or admin) Use a Team Meeting Minutes Template with: Date/time Attendees Agenda points discussed Decisions made Action points (who, what, by when)
π Signed and stored in the Team Meeting Folder or care compliance system
β Why It Matters: Promotes openness, teamwork, and communication Helps evidence CQC Key Line of Enquiry (KLOE) β Well-Led and Effective Encourages reflective practice and learning Provides a platform for staff to raise ideas, issues, and feedback
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π When: Weekly or fortnightly, depending on: Number of service users on medication Risk level (e.g., PRN use, controlled drugs, refusals) Recent incidents, errors, or medication changes Usually takes 30β45 minutes
π₯ Who Attends: Nurse in charge / Clinical Lead (if in nursing service) Registered Manager or Deputy Senior Carers / Medication Leads Support Workers (if they are involved in administering medication) Pharmacist (optional, for complex services or audits)
π£οΈ Whatβs Discussed: Medication errors or near misses PRN usage trends (e.g., pain relief, anxiety meds, rescue meds) Medication refusals and associated risks Side effects or adverse reactions MAR chart audits and any discrepancies Upcoming reviews (e.g., medication review due by GP or psychiatrist) Storage and stock issues (e.g., expiry dates, CD cabinets, ordering delays) Changes to medication regimens, dosage, or formulations Any training gaps or refresher needs in the team
π Who Fills It In: Nurse or Medication Lead, supported by Manager/Admin Use a Medication Review Log or Audit Action Form with: Date/time Attendees Individual service users discussed Action points (who will do what and by when)
π Records stored in the Medication Governance File or digital system (e.g., eMAR portal)
β Why It Matters: Provides clinical oversight and early detection of issues Supports CQC compliance under: Regulation 12 (Safe Care and Treatment) Regulation 17 (Good Governance) Demonstrates that medication administration is monitored, reviewed, and improved Reduces risk and improves service user outcomes
π When: Every 4β8 weeks as part of ongoing support Ad hoc after incidents, complaints, disclosures, or periods of stress Can be brief (15β30 mins) or structured as a mini supervision session
π₯ Who Attends: Individual staff member Line Manager, Team Leader, or Supervisor Optional: HR representative or mental health lead (for more complex cases)
π£οΈ Whatβs Discussed: Emotional wellbeing and stress levels Work-life balance and impact of shifts or workload Recent challenges (e.g., difficult shifts, incidents, team dynamics) Support needs (mentoring, occupational health, phased duties) Reflection on values and resilience Early signs of burnout or mental health issues Any disclosures (e.g., bullying, safeguarding, personal issues)
π Who Fills It In: Manager or Supervisor conducting the check-in Use a Wellbeing Check-in / Mini Supervision Template with: Date/time Summary of discussion Actions / support agreed Review date (if needed)
π Stored in the Staff File, flagged confidentially if sensitive
β Why It Matters: Helps staff feel heard, supported, and valued Early intervention for stress, safeguarding disclosures, or risk Encourages reflective practice and retention Supports CQCβs βCaringβ and βWell-Ledβ domains Evidences that staff are not just supervised β they are cared for
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π When: Monthly or every 6β8 weeks Scheduled in advance to maximise attendance (stagger across teams if needed) 45β60 minutes π₯ Who Attends: All staff: support workers, carers, team leaders, cleaners, admin, nurses, night staff Registered Manager (chair) Deputy Manager or HR Lead (optional co-facilitator) Guest speakers (e.g., training provider, safeguarding lead β if relevant)
π£οΈ Whatβs Discussed:
π Service updates Recent inspections, changes to policy or regulation Staffing changes, new starters, leavers
π§ Reflective practice Learnings from recent incidents, safeguarding concerns, or compliments Opportunities to share good practice or creative problem-solving
π Training and development Mandatory refreshers due External or in-house training options Discussion on PDPs and learning needs π€ Values, culture & wellbeing Feedback from staff surveys or check-ins Recognition for good work (e.g., staff shoutouts or compliments) Open floor for concerns or suggestions
π Quality improvement focus Targets met, challenges faced, planned improvements Link to CQC KLOEs: Safe, Effective, Caring, Responsive, Well-led
π Who Fills It In: Manager or nominated minute-taker (admin or team lead) Use a Staff Meeting Minutes Template with: Date & time Attendance list Agenda points Key discussions Action points (with named responsibility and timelines)
π Stored in the Quality Folder and shared via noticeboard/email/intranet
β Why It Matters: Encourages a transparent, team-led culture Builds trust, motivation, and involvement Provides evidence for CQC Regulation 17 (Good Governance) Supports compliance, learning, and responsive leadership
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π When: Monthly or bi-monthly (depending on service size and risk level) Ideally scheduled before or after maintenance checks or audits
π₯ Who Attends: Registered Manager or Health & Safety Lead (Chair) Maintenance Officer / Facilities Staff Team Leaders / Senior Carers Domestic staff representative (cleaning/laundry if applicable) Fire Warden / First Aider Optional: External contractor or compliance consultant (e.g., fire, legionella)
π£οΈ Whatβs Discussed:
π οΈ Premises safety Fire doors, lighting, access routes, alarms, window restrictors Review of repairs or maintenance requests
π₯ Fire safety Fire drills completed and planned Evacuation procedures, PEEPs (Personal Emergency Evacuation Plans) Fire extinguisher checks and logs
𧴠Infection control PPE availability and use Cleaning schedules and audits Waste disposal and sharps management
π§Ύ Incident and accident reports Analysis of patterns, follow-up actions, RIDDOR reports (if applicable)
π§ Water hygiene and legionella Temperature checks, flushing logs, risk assessments
πͺ Workplace equipment and manual handling Equipment servicing (hoists, wheelchairs, beds) Staff feedback on safe working conditions
π§― H&S training Refresher updates (e.g. manual handling, fire safety, COSHH)
π§ Risk assessments Review and update of individual, service-level or task-based risks
π Who Fills It In: Health & Safety Lead or Manager Use a structured H&S Meeting Minutes Template that includes: Date/time and attendees Agenda sections (e.g. Fire, Equipment, Accidents) Actions (with names and deadlines)
π Store in the Health & Safety Folder and maintain action logs
β Why It Matters: Reduces risk to service users, staff, and visitors Ensures compliance with Health & Safety at Work Act 1974, RIDDOR, COSHH, and Manual Handling Ops Regs Supports CQC evidence under "Safe" and "Well-Led"
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π When: Monthly or bi-monthly depending on service risk level More frequently following: An increase in safeguarding referrals Local authority concerns Ongoing investigations
π₯ Who Attends: Registered Manager (Chair) Safeguarding Lead / Deputy DSL Team Leaders / Senior Support Staff Compliance Officer or Designated HR Rep Optional: Mental Health Lead, Behaviour Support Lead, or Clinical Lead
π£οΈ Whatβs Discussed:
π Open safeguarding cases Updates on current referrals/investigations Liaison with the local authority, CCG, or police
β οΈ Closed safeguarding incidents Lessons learned Actions taken and effectiveness Was the Duty of Candour followed?
π§Ύ Low-level concerns & incident trends Minor incidents not referred to external agencies but monitored internally Any patterns by person, team, or time
π§ Staff awareness Training compliance (Level 1, 2, or 3) Any gaps in understanding or confidence Anonymous staff disclosures or whistleblowing cases
π Policy and procedural updates National changes (e.g., Working Together, new local protocols) Internal policy changes or new referral routes
π§βπ« Supervision follow-up Were safeguarding concerns explored in 1:1 supervisions? Is support provided to staff involved in incidents?
π Who Fills It In: Safeguarding Lead or Deputy Manager Use a Safeguarding Review Template with: Case summaries (coded for confidentiality) Actions required Responsible persons and timescales
π Store in a secure safeguarding governance folder (digital or paper-based)
β Why It Matters: Demonstrates active monitoring and accountability Encourages reflective learning, not blame Provides evidence for CQC inspections and local safeguarding boards Builds a culture of safety and openness
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π When: Monthly or quarterly (minimum every 3 months) More frequently if: Thereβs a change in needs, risk, or behaviour Following incidents, hospital admissions, or safeguarding concerns Often coordinated around care plan reviews or person-centred planning cycles
π₯ Who Attends: Service user (where possible and appropriate) Key Worker (lead staff member supporting the individual) Team Leader or Deputy Manager Family member or advocate (optional, with consent) Social Worker or Case Manager (if part of commissioned reviews)
π£οΈ Whatβs Discussed:
π§β𦽠Daily living & independence Whatβs going well What the person finds difficult New goals or routines
π§ Health and wellbeing Medication updates Mental health support Physical health, mobility, eating & drinking
π¨οΈ Communication & interaction Preferred communication methods Support needed with understanding or expressing needs
π‘οΈ Safeguarding & risk Risk assessments reviewed and updated Behavioural needs or changes
π«±π½βπ«²πΌ Staff consistency & compatibility Are relationships positive? Is there a need for key staff changes?
π¬ Feedback from the individual Likes, dislikes, frustrations Suggestions for changes or improvements Hopes and goals for the next review period
π Who Fills It In: Key Worker with input from team leader or manager Use a Service User Review Template with: Date, attendees, individualβs preferred name Review sections (goals, health, risk, communication, environment) Action plan (who, what, by when)
π Filed with the personβs care plan and shared in team handovers/supervision
β Why It Matters: Supports truly person-centred care Identifies early changes in need Gives individuals a voice and choice Strengthens your evidence for CQC KLOEs: Responsive, Caring, Safe
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π When: Monthly (minimum), or fortnightly for high-risk services Align with your internal medication audit cycle and pharmacist support visits
π₯ Who Attends: Medication Lead / Senior Carer Registered Manager or Deputy Manager Nurse in Charge (if nursing service) Team Leaders Admin or audit support staff (optional)
π£οΈ Whatβs Discussed:
π Recent audit results Findings from MAR chart audits Spot checks and controlled drug audits Missed signatures or dosage errors
π PRN (as needed) medication usage Frequency, trends, appropriateness Recording quality and protocols followed
π« Medication errors & near misses What happened, root cause analysis Actions taken, staff involved, retraining completed
π§ͺ Stock control & disposal Over-ordering or wastage Medication returns and disposal logs Expiry checks and rotation
π¦ Ordering & delivery issues Missed deliveries or prescription delays Communication with pharmacy or GP
π Staff training & competency Training due/overdue Competency reassessments (especially after errors)
π Documentation and records MAR sheets accuracy Daily recording consistency Creams, patches, liquids β appropriate tracking in place? π Who Fills It In: Medication Lead or designated audit officer Use a Medication Audit Meeting Template with: Date/time Attendees Audit results summary Incident log Action plan with responsible persons and deadlines
π Filed in the Medication Governance Folder and referenced in Quality Meetings
β Why It Matters: Keeps medication practices safe, consistent, and accountable Reduces risk of harm from errors or mismanagement Builds strong evidence for CQC inspections and audit readiness Encourages continuous learning and improvement culture
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π When: Weekly (recommended) β usually mid-week to finalise the following weekβs rota Additional monthly strategic planning meeting for recruitment and capacity reviews
π₯ Who Attends: Registered Manager (Chair) Deputy Manager Rota Coordinator / Scheduler Team Leaders / Seniors Optional: HR Representative or Admin Support
π£οΈ Whatβs Discussed:
π Rota coverage check Confirm all shifts are covered for the upcoming week Highlight gaps due to leave, sickness, training, or unavailability Identify where agency or bank staff may be needed
π§ββοΈ Skills mix and allocation Ensure appropriate mix of qualified, trained, and experienced staff on each shift Allocate staff with relevant service user knowledge and medication competency
π§ Leave management Review annual leave requests and ensure fair allocation Approve/reject leave based on service needs Track sickness trends and discuss return-to-work plans
π§ββοΈ Lone working & risk mitigation Identify lone working situations (domiciliary, community) Confirm lone worker protocols and escalation plans
π§ Training or supervision conflicts Check if training, supervisions, or reviews impact rota availability Plan around these with minimal service disruption
π₯ Recruitment and workforce forecasting Review staffing shortages, retention challenges Identify recruitment needs, induction plans, or agency reduction goals
π Who Fills It In: Rota Coordinator, Deputy Manager, or Admin Support Use a Workforce Planning Meeting Template with: Attendance and minutes Rota gaps flagged and filled Staff requests/absences logged Actions, deadlines, and responsible persons
π Save with staffing records and rota audit files for CQC inspection evidence
β Why It Matters: Ensures safe staffing levels across all shifts Reduces burnout and improves staff satisfaction Supports continuity of care and team stability Demonstrates clear planning and leadership to CQC
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π When: Monthly or bi-monthly Recommended before management or governance meetings Additional meetings may follow external audits or serious incidents
π₯ Who Attends: Registered Manager (Chair) Deputy Manager Quality Lead / Compliance Officer (if applicable) Team Leaders / Department Leads Optional: Health & Safety Lead, Medication Lead, Safeguarding Lead
π£οΈ Whatβs Discussed:
π Audit outcomes (monthly / quarterly audits): Medication audits Infection control audits Health and safety checks Safeguarding audits File and care plan audits Environment checks (fire, maintenance, equipment)
β οΈ Non-compliance or concerns Patterns or recurring issues Actions not completed from previous audits Escalations or recommendations from external bodies (e.g. local authority, CQC, commissioners)
π Action plan progress Status of agreed actions and who is responsible Update action tracker and set new deadlines Assign owners for outstanding items
π Lessons learned What went wrong? What went well? How can the team improve going forward? Are policies, procedures or training impacted?
π Audit cycle and planning Schedule upcoming audits Assign leads Prepare for external inspections
π Who Fills It In: Compliance Officer, Deputy Manager, or Designated Minute-Taker Use an Audit Review Meeting Template with: Attendance Audit summaries (tick-boxes or RAG-rated) Findings and risk levels Action plan with named responsibilities and deadlines
π Stored in the Quality Assurance Folder, linked to service improvement plans and governance reports
β Why It Matters: Ensures oversight and accountability Drives continuous improvement Supports evidence for KLOEs: Well-Led, Safe, Effective, Responsive Demonstrates the service has a clear audit trail and improvement strategy.
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π When: Quarterly (minimum) or monthly in high-risk or large services Often held before Board, SMT, or Annual Quality Account reviews
π₯ Who Attends: Registered Manager (Chair) Compliance or Quality Assurance Lead Deputy Manager / Clinical Lead Safeguarding, Health & Safety, and Medication Leads Directors / Senior Leadership (for provider-level governance)
π£οΈ Whatβs Discussed:
π Overview of service performance Review of KPIs (incidents, complaints, staffing, audits, safeguarding referrals) Summary of inspection outcomes or commissioner feedback π Compliance audits and findings Medication, H&S, care plans, infection control, safeguarding, MAR reviews Overview of recurring issues or improvements
π οΈ Service improvement plans Review of current QIP (Quality Improvement Plan) Progress on action plans Identifying any barriers or resourcing issues
β οΈ Risk management Key risks from risk register Escalated concerns (e.g. whistleblowing, poor outcomes, underperformance)
π Policy & procedural updates New or revised policies reviewed and approved Any legislation or CQC regulation changes to address
π₯ Training and workforce compliance Mandatory training status Supervision and appraisal records Recruitment/safeguarding gaps (Reg 19 & 18)
π Strategic planning Preparing for CQC inspections Setting service development goals for the next quarter
π Who Fills It In: Compliance Lead or Designated Governance Administrator Use a Governance Meeting Template with: Date/time, attendees, and agenda Summary of findings, updates, and risks Action log with owners and deadlines
π Stored in the Governance Folder, with outputs feeding into QIP, business plans, and annual reports
β Why It Matters: Ensures full accountability and oversight Demonstrates a cycle of audit, action, and improvement Builds a culture of transparency, quality, and responsiveness Provides clear evidence for CQC βWell-Ledβ and Regulation 17
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π When: Monthly or bi-monthly Ideally held at a consistent time, with visuals, support aids, or interpreters where needed May be smaller group sessions or 1:1 reviews if group participation is not suitable
π₯ Who Attends: Service users / residents Key Workers or Support Staff Activities Coordinator or Engagement Lead Registered Manager or Deputy (chair or co-facilitator) Optional: Family member or advocate, where appropriate Staff should be present only in a supportive, non-dominating role
π£οΈ Whatβs Discussed:
π¬ Day-to-day experience What do residents enjoy or want to change? How are meals, routines, staff interactions, or room environments?
π§ Activity planning Ideas for new or seasonal activities, outings, or religious/cultural celebrations Preferences for times and formats
π οΈ Environment and safety Any concerns about the building, shared areas, or feeling safe Suggestions for improving communal spaces
π½οΈ Food and dining feedback Menu preferences Times, presentation, portion size Suggestions for alternatives
π’ Inclusion in care and decision-making How involved do they feel in their own care? Do they feel listened to?
π‘ Ideas and suggestions box review Discuss any anonymous comments or ideas submitted since last forum
π Who Fills It In: Engagement Lead, Key Worker, or Admin Support Use a Resident Forum Minutes Template with: Date, names/initials of attendees Key themes raised Actions agreed (and who will follow them up) Response loop from last meeting (βyou said, we didβ)
π Store notes in the Service User Engagement Folder and feedback into team meetings
β Why It Matters: Empowers people to shape their own care experience Supports choice, voice, dignity, and autonomy Provides strong evidence for CQC βResponsiveβ and βCaringβ Encourages transparent, values-based practice
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π When: Quarterly (minimum) β ideally at the start of each quarter Can also feed into or follow an annual review, governance board, or provider-level quality cycle
π₯ Who Attends: Registered Manager (Chair) Nominated Individual / Director / Owner Quality Assurance / Compliance Lead Clinical or Operational Lead HR / Training Lead Optional: Finance Representative, Safeguarding Lead, or External Stakeholder (e.g., commissioner)
π£οΈ Whatβs Discussed:
π Business performance overview Occupancy or client numbers Staffing levels and retention Financial outlook (funding streams, income vs. cost pressures) Commissioner feedback and contracts
π Review of Key Performance Indicators (KPIs) Complaints, compliments, safeguarding alerts Audits and inspection outcomes Training compliance and workforce stability
π οΈ Quality Improvement Plan (QIP) Review existing QIP actions Progress since last quarter Barriers to improvement and proposed solutions Add new improvement goals (based on feedback, audit, incidents)
π§ Innovation and future planning New service development (e.g., training offer, specialist care expansion) Use of digital systems or technology (e.g., eMAR, rota software, remote reviews) Community partnerships and marketing
π Policy and regulatory updates New CQC frameworks, legal changes, national guidance Integration of updates into training, policy, and practice
π Action tracking Assign new action owners Set SMART deadlines Link back to QIP and governance reports
π Who Fills It In: Quality Lead or Designated Admin/Compliance Officer Use a Strategy & QI Meeting Template with: Agenda items and discussion summaries RAG-rated action tracker Named responsibilities and due dates
π Store with the QIP Folder and link to governance dashboards or board reports
β Why It Matters: Shows leadership that is responsive, strategic, and data-informed Strengthens your case for a βGoodβ or βOutstandingβ rating under βWell-Ledβ Builds a culture of ownership, innovation, and excellence Demonstrates clear pathways for improvement, investment, and sustainability
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π When: Annually (minimum) Ideally held at the start of each calendar or financial year May also occur after legislation changes, updated CQC frameworks, or significant incidents
π₯ Who Attends: Registered Manager (Chair) Compliance / Governance Lead Deputy Manager / Policy Owner(s) Training Lead (to ensure policy links to learning outcomes) Optional: Safeguarding Lead, Medication Lead, or external consultant
π£οΈ Whatβs Discussed:
π Policy audit Which policies are due for review? Which have been recently updated? Any gaps in existing policy coverage?
π§Ύ Legislation and regulatory updates Changes to CQC regulations, KLOEs, or frameworks Relevant updates from the Health & Safety Executive (HSE), UK GDPR, NICE, etc. Check for new sector-specific guidance (e.g. LPS replacing DoLS)
π Feedback from audits and incidents Have recent safeguarding incidents, medication errors, or complaints identified policy weaknesses? Does a policy need to be strengthened or clarified?
π§ Staff input and practice reality Are there policies that staff consistently misunderstand or fail to follow? Do any procedures feel out of touch with day-to-day practice? π₯ Training needs Do policy changes require updated training or supervision discussions? How will updates be rolled out and acknowledged?
π Distribution and confirmation How will you track staff confirmation of updated policies? (e.g. signature sheet, online tracker, supervision log)
π Who Fills It In: Compliance Officer or Governance Admin Use a Policy Review Schedule Template that includes: Policy name Last review date Review frequency (annual, biannual) Responsible person Due date Status (e.g., due, in draft, under review, completed)
π Save in your Governance / Policies Folder, linked to your Quality Improvement Plan
β Why It Matters: Demonstrates active compliance with CQC and legal duties Ensures your care practice is guided by up-to-date, accurate policies Helps prevent risk and misunderstanding by keeping everyone aligned Supports audits, inspections, and service improvement
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π When: Once a year β ideally scheduled into your annual governance calendar Should align with your Safeguarding Leadβs annual report, training refreshers, and policy reviews May be combined with your Governance/Board Review or Annual Quality Account
π₯ Who Attends: Registered Manager (Chair) Safeguarding Lead / Deputy DSL Nominated Individual / Provider Director Quality Assurance or Compliance Lead Optional: HR Lead, Training Lead, Designated Safeguarding Adult/Children Board liaison, or an external safeguarding advisor
π£οΈ Whatβs Discussed:
π Safeguarding Review:
π Total number of safeguarding concerns raised (internal and to LADO / LA)
π Trends by type (neglect, emotional abuse, physical incidents, etc.)
β οΈ Outcomes of referrals (substantiated, unsubstantiated, NFA)
π Lessons learned and changes to practice
π₯ Staff involvement, conduct issues, and support offered
π§ Staff training compliance (by level: L1, L2, L3)
π Effectiveness of internal reporting, whistleblowing, and escalation processes
π£οΈ Duty of Candour Review:
π Total number of incidents where DoC was triggered
π¬ How were disclosures made? (Verbal/written, timelines, record-keeping)
π¨βπ©βπ§βπ¦ Feedback from families or service users
π¬ Were apologies timely, appropriate, and meaningful?
π§Ύ Record audits β were responses clearly documented and filed?
π’ Are staff confident about what Duty of Candour means in practice?
π Was additional training or guidance needed? π§ Review of Policies, Procedures & Tools: Are safeguarding and DoC policies: Up to date? In line with statutory guidance (e.g. Care Act 2014, Childrenβs Act, CQC Guidance)? Are your forms, escalation charts, and family letters still fit for purpose?
π Who Fills It In: Safeguarding Lead or Compliance Officer Use an Annual Safeguarding & DoC Review Template with: Year-on-year comparison Summary of learning and changes made Action plan with owners, due dates, and follow-up dates
π Save in your Annual Governance Folder and link to your Quality Improvement Plan
β Why It Matters: Demonstrates robust, transparent leadership Builds trust with staff, families, and regulators Provides evidence for: CQCβs βSafeβ, βResponsiveβ, and βWell-Ledβ domains Local safeguarding boards Commissioners and contract monitoring officers.
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β What is it? The QIP turns the findings of the SAR, audits, complaints, and feedback into concrete, trackable actions to improve the service. π οΈ What Should Be Included? Each item should contain: Issue identified (e.g. βGaps in MAR sheet signaturesβ) Source (e.g. βMedication audit, March 2025β) Desired improvement (e.g. β100% compliance with daily MAR completionβ) SMART action plan: Specific Measurable Achievable Realistic Time-bound Named person responsible Deadline Outcome/evidence of completion RAG status (Red, Amber, Green)
π Reviewed at Governance/Compliance Meetings, and Strategy & QI Meetings
π Who Manages It? Compliance Lead or Quality Manager Updates by management team (shared ownership)
β Why It Matters: Provides a live record of ongoing improvements Shows the service is proactive and responsive Crucial evidence for CQC inspections, commissioner reviews, and annual reports
π SAR + QIP = Continuous Improvement Cycle Complete your SAR β Identify development areas β Add to your QIP β Take action and monitor β Update QIP β Reflect again in next SAR
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