Capital Homecare (UK) Limited

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.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

The service was previously in breach of the legal regulation in relation to governance. Improvements were found at this assessment, and the service was no longer in breach of this regulation.

This service scored 75 (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 shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The management team showed an open and transparent approach. They promoted a positive culture, providing person-centred and effective care and support. Feedback was actively gathered from people using the service, relatives and staff to drive improvements where needed.

People, relatives and staff spoke positively about the leaders. A person said, “ The company and staff are great. I have no complaints or concerns and would recommend them.”The registered manager created a culture that was open and positive and promoted open communication with people, relatives and staff.

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.

We found the registered manager and their team to be passionate and enthusiastic about the service. Staff told us they found the management team approachable and supportive. Managers evidenced the steps taken to promote an inclusive service, which included ensuring service delivery was individualised to meet people’s specific needs.

The registered manager had the experience, capability, and integrity to ensure the homecare service met people’s needs and that risks were well managed. The managers were visible and led by example, modelling inclusive behaviours.

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

Staff expressed they felt able to raise any concerns and were confident that their concerns would be acted upon appropriately by managers. The registered manager promoted an open-door approach, enabling people using the service, relatives and staff to raise queries or issues with them.

When concerns were raised, the registered manager investigated sensitively and confidentially. Where lessons were learned, they were shared and acted on.A staff member told us, “I feel I am treated kindly and with respect by colleagues and managers. I have supervisions and I can say how I feel. I never had a problem with doing this.”

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.

Staff told us managers valued their contributions, a staff member said, “I feel appreciated. It is important to feel this way because we are working with vulnerable people.”

Staff were given opportunities to develop through regular supervision, staff meetings and ongoing training, which promoted an inclusive work environment. Policies were in place which promoted equality and diversity in the workplace. This ensured staff were valued and supported to carry out their roles effectively.

The service had effective recruitment processes in place to ensure new staff joining the homecare service were suitable and safe to appoint.

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.

The provider had organised and effective arrangements in place for the availability, integrity and confidentiality of data, records and data management systems. The provider used an electronic records system. The registered manager used that information effectively to monitor and improve the quality-of-care people received.

Systems were in place to learn from incidents, to prevent reoccurrence of incidents. Feedback was also received via surveys which provided people with the opportunity to share ideas and feedback to drive improvements as required. Care call monitoring took place which ensured managers had an oversight of service delivery.

The registered manager ensured that necessary notifications to external agencies, such as the Local Authority safeguarding team and the Care Quality Commission were submitted in a timely manner.

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 service worked with a range of external community health and social care agencies, including district nurses, occupational health therapists, social workers and GP's to provide good outcomes for people they supported.

People’s care records demonstrated leaders were in touch with many different healthcare professionals. Referrals were made in a timely way and staff and managers acted for people to make sure they had access to the care they needed.

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 managers of the service were proactive in learning from incidents, concerns and feedback from people, staff and partners. They acted on concerns and incidents in a timely manner and took time to identify the cause of concerns, learn from incidents and make improvements.

Staff members felt able to contribute and make suggestions regarding service improvement. A staff member told us, “In team meetings I feel comfortable to ask questions. I leave with an understanding of what we are asked to do. We learn from each other.”