Ideal Home Care

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 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 registered manager and management team were experienced in health and social care and demonstrated strong leadership by leading through example. Regular staff meetings were held, providing opportunities for staff to discuss people's support needs and contribute to the ongoing review of care plans. Staff told us they felt able to share their views and raise any concerns regarding the information contained within care records and how people's individual needs were met. One staff member said, “The registered manager listens to me and they are really approachable.”

Discussions with the registered manager demonstrated a clear understanding of the importance of providing an inclusive, person-centred, and responsive service. They worked closely with staff and external professionals to ensure people received safe, effective, and high-quality care that met their individual needs.

The registered manager placed a strong emphasis on quality and recognised the need for services to adapt as people's needs changed over time. Systems were in place to monitor the quality of care provided and to identify opportunities for improvement. The registered manager also shared their vision for the future development of the service, with plans to expand while maintaining the high standards of care and support.

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 management structure consisted of a registered manager, director, care coordinators and senior carers, providing clear leadership and oversight across the service. The registered manager demonstrated extensive knowledge and experience in health and social care, which was reflected in the effective management of the service and the delivery of care that recognised and respected people’s individuality. People using the service and members of staff spoke highly of the registered manager, consistently describing them as approachable, supportive and knowledgeable.

The registered manager maintained involvement with several established professional associations, including Partners in Care and Skills for Care, in addition to other recognised organisations within the sector.

The registered manager had a clear vision for the future development and growth of the service, while remaining committed to maintaining high standards of quality and ensuring positive outcomes for people.

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

Staff told us they felt confident raising concerns, challenges and suggestions with the registered manager and were assured these would be listened to and addressed appropriately. Staff described the registered manager as approachable and supportive, fostering an open and transparent culture within the service.

Staff had access to a range of opportunities to share their views and contribute to service development. These included regular staff meetings, one-to-one supervision sessions and staff surveys. The staff we spoke with confirmed their opinions were valued and the registered manager actively listened to and acted upon feedback where appropriate.

Staff also told us they could contact the registered manager or other members of the management team at any time for advice, support or guidance. This created a positive environment where staff felt heard, respected and empowered to speak up about issues affecting people’s care, the service or their own role.

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.

People using the service came from a range of cultural and diverse backgrounds, and the registered manager was able to demonstrate how care and support were adapted to meet each person’s individual needs, preferences and circumstances.

The staff team was also diverse, and staff told us they were treated fairly and with respect. Where individuals required adjustments or additional support due to personal circumstances, the registered manager took appropriate steps to accommodate their needs and promote their wellbeing.

Care records contained information about people’s protected characteristics and provided guidance for staff on how to support individuals in a way that respected their cultural backgrounds, religious beliefs and preferred routines. This helped to ensure people received personalised care that upheld their rights, dignity and identity.

Staff consistently described the culture of the service as open, caring and inclusive. They told us they felt valued and supported in their roles and said they would be happy for a loved one to receive care from the service if required.

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 registered manager maintained effective oversight of service delivery and demonstrated a clear understanding of the service's strengths and areas for development. Robust governance systems were in place to monitor the quality and safety of care provided.

Regular spot checks were undertaken to assess staff performance; ensure care was delivered in line with people’s assessed needs and gather feedback from people about their experiences of the service. This enabled the registered manager to monitor standards and identify opportunities for improvement.

Staff told us they attended regular team meetings, and records confirmed these were held consistently. These meetings provided staff with opportunities to receive updates, discuss practice issues and contribute to the ongoing development of the service.

The registered manager provided evidence of a comprehensive programme of audits, including reviews of care records, medication administration, accidents and incidents, and other key aspects of the service. The findings from these audits were used to maintain oversight of performance and inform quality improvement activities.

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 worked effectively in partnership with a range of health and social care professionals to ensure people received coordinated and seamless care. These included GPs, district nurses, the local authority and other healthcare agencies. Working collaboratively with external partners helped to ensure people's changing needs were identified and responded to in a timely manner.

People were supported to access and remain involved in their local communities, enabling them to maintain social connections, pursue interests and participate in activities that were meaningful to them. This helped to promote independence, wellbeing and inclusion while reducing the risk of social isolation.

Staff told us that where they had completed their planned tasks and had time available, they were encouraged to spend additional time talking with people and providing companionship. This person-centred approach helped to develop positive relationships, enhance people's wellbeing and reduce the risk of loneliness and isolation.

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.

A strong emphasis was placed on workforce development through the provision of additional training opportunities. The registered manager was promoting specialist champions in areas such as dementia care, skin integrity and moving and handling. This approach supported the development of expertise within the staff team, encouraged the sharing of best practice and contributed to the delivery of high-quality, person-centred care that was responsive to people’s individual needs and preferences.