Home-Care Perfection - Main Office

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.

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.

Leaders had a shared culture and passion with staff to ensure people lived a good quality life. Leaders were visible and accessible for staff to seek advice and guidance. Staff told us leaders were fair, had an ‘open door’ policy and they created a positive working culture to drive continual learning and improvement. One relative told us, “Now the new manager is in place, things have been so much better. Things have changed for the better.”

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.

Leaders were skilled to run the service. Leaders brought a passion for inclusive care for people and staff. Staff told us they felt valued and supported by the provider to provide people high quality care. One family member told us, “This manager wants to lead a good, well managed, caring company and I really do think this is happening.” Another relative said, “The new manager wants everyone to feel they can call about anything and that is very refreshing.” The provider ensured staff spent quality time with people and worked with staff to ensure visits were completed in full and staff did not leave early.

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

Staff felt able to speak up and they felt confident they would be listened to. There was a culture of openness and transparency. Staff consistently told us they felt able to speak up and they were confident they’d be listened to.

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 they felt valued and the work they did mattered. Staff told us the leaders and the provider were supportive and created a positive working environment.

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 completed governance oversight checks to ensure the service provided was consistently high quality. The registered manager completed supervisions, undertook spot checks, sought feedback from people and audited documentation. This ensured people received support which was always high quality.

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.

Leaders worked in close partnership with health partners. This ensured people received joined up service to maximise their health and wellbeing. The provider engaged with the Local Authority in a productive way. One visiting professional told us, “Members of the management team are keen participants of Council-led forums, and they offer an inviting service for colleagues to visit when faced with key updates about service delivery.”

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.

People benefitted from a service which had a strong learning culture. Leaders embraced innovation, prioritised people receiving high quality care and continually learn and develop as a service. Staff and leaders worked closely with health and social care professionals to make sure they were providing the right support in line with current guidelines. Leaders made policies and procedures available to staff members to access remotely to make sure staff could follow this and recognise when to raise any concerns.