Classic Home Care Services 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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.
At our last inspection this key question was rated good. At this inspection this has remained the same. This meant 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.
People, relatives and staff described a positive, person-centred culture. Staff also described care plans as personalised and said people and families were involved in decisions about care.
Staff described good teamwork, supportive managers and a strong commitment to person-centred care. The evidence showed a culture where staff felt valued and supported to provide consistent, compassionate care. This had a positive impact on people because support was shaped around what mattered to them, including maintaining independence, wellbeing and community involvement.

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.
Staff were positive about the leadership of the service. They described managers as approachable, supportive, knowledgeable and experienced. Staff said leaders understood the challenges of delivering care and were available when they needed advice or support. Staff also described regular supervision, training and peer support, which helped them feel confident in their roles.
There was evidence leaders supported staff development through a broad training programme and a structured approach to supervision and appraisals. This helped staff deliver care that was safe, person-centred and responsive to people’s changing needs.
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
People and relatives told us they knew who to contact and felt confident raising concerns. Staff feedback evidenced they felt able to speak up about safeguarding, care delivery and any issues affecting people’s wellbeing.
 

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 described support as fair and non-discriminatory. They said equality and diversity were embedded in day-to-day practice rather than treated only as a training topic. Staff also reported positive teamwork, access to ongoing training and a workplace culture that promoted wellbeing.
Training records showed staff had access to equality, diversity and human rights training, as well as other training that supported inclusive practice, including dignity, privacy and respect, person-centred care, disability awareness and communication and record keeping.
 

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.
this securely with others when appropriate.
The provider used a range of governance systems to monitor quality and safety. These included care plan and risk assessment reviews, staff training oversight, spot checks, medicines monitoring, incident recording, complaints processes, supervision and appraisal tracking, and employment checks. Spot checks found care was delivered safely and in line with care plans, with appropriate medicines administration, infection prevention practice, record keeping and consent processes.
Risks and incidents were reviewed and used to drive improvement. Incident records showed appropriate action, including contacting health professionals, making safeguarding referrals when needed, notifying CQC where required, apologising when things went wrong and taking disciplinary action where necessary. The provider had regular audits to support medicines management.
 

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 provider worked with relatives, local authority staff, healthcare professionals and safeguarding teams to support people’s care. Records showed referrals and contact with GPs, occupational therapists, physiotherapists, pharmacy services, 111, police, safeguarding teams and relatives when risks changed or incidents occurred.
People and relatives described the service as responsive when circumstances changed, including after hospital admissions or when care needs increased. People told us they were supported to maintain community links, independence and activities that mattered to them. This demonstrated partnership working had a positive impact on continuity of care and people’s day-to-day wellbeing.
 

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 demonstrated a learning culture through its response to incidents, safeguarding concerns, complaints and feedback. Incident analysis identified themes around falls, medicines safety, emergency response, monitoring changing risks and supporting staff after traumatic events. The provider took action following incidents, including seeking medical advice, making safeguarding referrals, completing investigations, apologising, reviewing risk assessments and reinforcing learning with staff.
Learning was also identified from complaints and feedback. The provider recorded outcomes from complaints and considered people’s views as part of investigations. Staff said incidents were investigated, lessons were learned from mistakes and there was continuity of care during staffing pressures. For example, an transition to electronic medication records, regular audits and ongoing right-to-work checks showed the provider used governance information to support improvement and maintain safe care.