Goodwood Homecare

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

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this newly registered service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 82 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The provider demonstrated a strong and consistent commitment to working collaboratively with people receiving care in their own homes, as well as with their relatives, staff, and external professionals, to help shape the service’s values and culture. People told us they felt fully involved in decisions about their care and the provider regularly sought their views through home visits and phone reviews. Relatives felt confident their suggestions were listened to and acted upon to improve the person’s day‑to‑day experience. Staff described an open culture where they were encouraged to share ideas and raise concerns, which leaders responded to constructively to enhance care quality.

The provider had a strong vision which was clearly passed down from the registered manager through to the office and care staff. The vision was to consistently deliver high quality person-centred care with confidence, compassion and commitment. Staff described the aim of their care role with passion and clarity and all staff we spoke with showed commitment to the provider’s vision. This was reflected in the consistently high-quality feedback we received from people who received care from the provider.

The provider, the leadership team and staff we spoke with were passionate about providing high quality care. They all shared the values and worked together to provide the best care to people they supported. Staff understood the challenges people faced and worked hard to overcome these with the support of the registered manager.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered manager was highly visible and approachable to people, relatives and staff. The registered manager led with integrity and was respected by staff who felt listened to and valued. The registered manager was compassionate to both people and staff and promoted a positive culture which focused on treating people they supported with respect and empathy.

The registered manager and staff were aware of their responsibilities and took accountability. The leadership team had clear roles and staff had been identified as champions of specific areas of care, so staff knew where to go to if they needed support on a particular topic. One staff member had been specifically identified as a point of contact to liaise with staff and support them if they felt they needed emotional support.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Systems were in place to ensure staff felt able to speak up. A whistleblowing policy was in place and staff felt able to share concerns without fear of detriment. Staff were confident the registered manager would address any concerns they raised.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider was flexible with staff working arrangements to suit their lives. Staff told us how the provider had changed their shifts to fit around childcare commitments and medical appointments.

The provider was part of the 'Disability Confident' scheme, which is an initiative designed to encourage employers to take action to improve how they recruit, retain and develop disabled people.

Professionals recognised the positive way in which the provider valued equality. One professional told us the provider seemed to base “offering exceptional care on having and retaining really good staff by treating them fairly and helping them to grow.”

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Leaders were visible and approachable and provided consistent oversight to staff.

Staff felt supported and the registered manager ensured they received frequent training and supervision to ensure they continued to deliver good quality care.

Systems were in place to ensure regular audit checks were undertaken to check the quality of the care provided. Where audits identified learning, actions were addressed and learning was shared to improve the quality of care provided.

The registered manager had implemented a further level of quality check using a management audit log. This provided an analysis of all audits completed and any actions arising from them.

Thorough care plan audits were undertaken every 6 months or more frequently when changes were required. Actions were identified and these were addressed in a timely manner.

The registered manager ensured there were sufficient resources and contingency planning was in place to ensure smooth care delivery for people. The registered manager was aware of recruitment challenges and had explored solutions to ensure sustainability of a consistent workforce.

The registered manager understood their legal and regulatory responsibilities. We had not received any statutory notifications in the last 12 months, but we did not find any evidence where notifications should have been submitted to CQC.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The registered manager was proactive in working alongside partners to promote the quality of care delivered locally. The registered manager had taken on a role in a local independent organisation representing social care providers in discussions with the NHS and local authorities. This placed them at the forefront of adult social care in Shropshire and demonstrated the provider’s commitment to being an active and trusted part of the local community. The registered manager told us this enabled them to bring best practice back to the provider through what they had learnt and also share knowledge with other providers.

The registered manager was part of the Skills for Care registered manager group which enabled them to share feedback and learning from experiences they had with other providers.

The registered manager was active in national forums where good practice was shared.

The provider had joined 'Safe Spaces Shropshire'. This is a network of 'short term safe havens' for people who may require additional support and assistance when they are out and about in the community.

The provider welcomed members of the community to their office to give advice and signpost them to health and social care support they may need.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider promoted an open and reflective learning culture where staff felt supported to raise concerns, share ideas and learn from experiences. The registered manager was proactive in identifying learning which was shared promptly and consistently to staff.

Where people and staff feedback was received, the registered manager analysed responses to ensure any lessons learnt were identified so they could improve the service going forward.

The provider had improvement plans and action plans in place which were regularly reviewed and updated to ensure they continued to improve the service provided.