Hopecare and Health 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.

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 provider had clear visions and values in place, which included aims to 'deliver a service of the highest quality that will improve and sustain people's overall quality of life, To ensure that the service is delivered flexibly, attentively and in a non-discriminatory fashion while respecting each person's right to independence, privacy, dignity, fulfilment, and the rights to make informed choices and take risks'. Staff received regular supervisions and appraisals, and staff told us the culture and morale amongst the team was good. A staff member said, “Staff morale is generally good, with staff supporting one another. It is a good place to work. I enjoy supporting people to live safely and with dignity. There is always support for staff available.”

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. People and relatives told us the service was well led, they knew the manager and the manager was helpful and available. “The Manager is outstanding. They are very efficient, also empathetic and shows good leadership. The carers respect and think highly of them.” Staff told us they felt supported in their roles and they found the management team to be approachable and listened to them.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There were clear procedures and systems in place to enable staff to raise concerns. Staff told us they could report concerns if needed, and action would be taken. A staff member said, “I have a copy of the whistleblowing procedure. Whistleblowing means raising concerns about unsafe, illegal, or poor practice without fear of reprisal. I would feel able to whistle-blow if needed. I have not had to do so. I would contact the manager first, and if unresolved, escalate to senior management or the CQC.”

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. All staff were supported with their professional development and no staff told us they were subject to any form of discrimination. Staff were provided with opportunities to give feedback, records evidenced staff were overall happy in their roles and felt comfortable to raise concerns. Comments from staff feedback included, 'Supporting me in my role as a carer. I feel valued, listened to and well supported'. And 'The company creates respectful and positive working environment where staff feel valued.

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. Staff received regular spot checks, to ensure they were adhering to the service's policies and procedures and providing good care to people. Audits were in place, such as care records and medicines audits, to ensure people received safe care and treatment.

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 keep in touch with family and friends. Records contained details about who was important to people and how they liked to spend their day.

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. Improvement plans were in place, to ensure the provider sought to continuously drive improvements to the service. The provider dealt with complaints appropriately, including learning lessons from complaints. Where staff and people had provided feedback about the service, actions were taken to ensure the service improved following this feedback. People and relatives told us action was taken when they had raised concerns and suggestions. A person told us, “I called the Manager 3 weeks ago because the carers were coming too early, they sorted it out for me”. And a relative said, “I met the Manager on a Zoom meeting to discuss my relatives ongoing care. It worked well. They are very good, I can’t fault the service.”