Guardian Homecare (Blackpool)

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 as good. At this assessment the rating has remained the same. 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 staff and management team 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.

Staff told us they were happy working for Guardian Home care. Comments included, “I have been here for years and would not go anywhere else.” Also, “ Wea re well supported and made to feel part of a team.” One person who received a service said, “No complaints the staff and management are wonderful, a well organised agency.”

Guardian Home Care had inclusive leaders who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation.

The management team had systems in place and allocated tasks to senior staff and other members of the staff team. People knew who was responsible for the service and people and relatives felt the service was well managed.

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

Staff told us they were aware of the whistleblowing policy and the path to take should they need to raise concerns. Staff were aware they could report and concerns directly to the Care Quality Commission and the local safeguarding teams. The provider had a policy in place to support staff to raise concerns when things had gone wrong.When things went wrong, staff told us prompt action was taken to remedy the issues and make improvements where needed, apologies were made to those affected.

The management team valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them.

The management team had policies and procedures around equality, diversity and inclusion. We found guidance and information was also available in the employee’s handbook. Staff felt the management team considered their equality, diversity and inclusion and treated people equally and fairly. For example, where staff needed to work in a flexible way, this was discussed with the senior staff and changes to their working pattern would be made. A staff member said, “When I had a few problems the manager was so accommodating and helpful.”

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 provider had ensured all staff understood their roles and responsibilities and there were proactive systems of accountability and good governance. The provider used this system to manage and deliver good quality care and support.

The provider had invested in technology that supported oversight of the service and had robust governance processes in place. We saw examples of how the system supported the leadership team to have immediate oversight of the service including punctuality of calls, how long staff spent at each call and whether medicines had been administered. This ensured any issues were addressed quickly before they impacted people’s health and safety and reduced the likelihood of incidents.

The management team understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The management team and staff communicated with relevant professionals and agencies. For example, district nurses and general practitioners. Staff told us they had information in people’s care plans about other professionals involved in people’s care and were able to liaise with the office if there was a need to engage them in discussions about people.

The provider focused on learning and improvement across the organisation. They encouraged the delivery of positive outcomes and quality of life for people.

It was clear from talking with staff the management team had a good understanding of how to make improvements happen. The approach was consistent and included measuring outcomes and impact. Staff meetings were held on a regular basis where staff had an input to improve the service and pass on ideas and opinions. One staff member said, “The provider does let us voice our opinions and effect change it’s a good service with good leadership.”

Staff were well trained and had the skills needed to develop and provide an efficient service. One staff member said, “We are well trained and really try to improve the service for people.”