Future Home Care Ltd Kent

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, since the provider changed legal entities. 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 71 (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.

There was a clear culture within the service of open-ness and person-centred care. Staff we spoke with showed genuine kindness, respect and care for the people they supported. Staff we spoke with showed the desire to support people by enabling them and not doing for them which was important to them.

Leaders at the services checked on the culture of the service by spending time with people, listening and observing care. When issues did arise, leaders worked with staff to improve quality of care through a blame free culture.

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.

There was a clear culture within the service of open-ness and person-centred care. Staff we spoke with showed genuine kindness, respect and care for the people they supported. Staff we spoke with showed the desire to support people by enabling them and not doing for them which was important to them.

Leaders at the services checked on the culture of the service by spending time with people, listening and observing care. When issues did arise, leaders worked with staff to improve quality of care through a blame free culture.

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

Leaders had created a culture where staff felt able to speak up and share any concerns about the service and the people they supported. The registered manager was passionate about ensuring staff felt empowered to raise concerns and document incidents appropriately. They told us they strived to create a culture of learning and empowerment, not a culture focused on blame. The registered manager told us there was always a lesson to be learnt, and they tried to share this with staff to ensure they felt able to be open and honest. Staff told us they felt valued by leaders.

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.

Leaders took action to continually review and improve the culture of the organisation in the context of equality, diversity and inclusion. Staff had completed training in diversity and equality. Leaders take active steps to ensure staff and leaders are representative of the population of people using the service. Leaders ensure there are effective and proactive ways to engage with and involve staff. The registered manager had created a staff forum where staff could come together and share information, concerns and learning. Staff told us this was in the early stages, but that they were excited about the group and the opportunity to improve the service.

The provider and registered manager had systems in place to monitor and improve the service. However, these had not been effective in identifying that care plans and risk assessments needed more information. This presented a risk that people would not receive the support they needed in the event that they were unwell. We discussed this with the registered manager, and they put a plan in place to address this.

Other small areas for improvement had been noted by the manager. For example, staff meeting minutes from each service demonstrated that there was no set approach for team meetings. The registered manager planned to set one agenda for all services to follow to ensure that key information was not missed. The registered manager identified that other areas of care plans needed improving. One person’s care plan referred to another person, and another care plan mis-gendered the person. The registered manager told us they took action to address this.

Other areas of the service, including audits and checks identified issues and addressed them. For example, oversight of safeguarding and incident reports demonstrated that action was taken to address any issues identified. Leaders within the service completed checks to ensure that people and their homes were well kempt. Any issues with people’s homes were promptly reported to the landlord.

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.

People were supported to be a part of their community. People told us that they went out regularly to coffee shops, events and shops locally. Staff told us that people had been supported to make friends in their local community.

People had been supported to host a summer fayre with lots of stalls for people to enjoy. People who were supported by Future Home Care but lived in other areas were supported and encouraged to go to give them the opportunity to make new friends and meet new people.

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.

The registered manager had systems in place to learn from incidents that occurred in their service, and the provider had systems to learn from incidents that occurred across the organisation. During meetings with their peers, the registered manager would share and learn about events that had occurred throughout the organisation and share this with staff. This learning was then shared through team meetings throughout the service.

The provider had a system in place which allowed them to review and track incidents and accidents. The ‘dashboard’ gave the registered manager an oversight of all incidents that occurred within their service, and allowed them to have oversight of actions and learning.