Seven Hills Homecare

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 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. Staff and leaders shared the same values and had a commitment to support people to maintain their independence in their own homes for as long as possible. Staff and leaders were committed to working with external agencies to ensure people received appropriate 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 registered manager was supported by a care co-ordinator and they supported staff to deliver safe and compassionate care. Staff meetings took place and offered a forum to discuss any concerns and an opportunity for members of staff to support each other. Leaders held management meetings to discuss current issues and worked on resolving them in a timely way.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistle blowing policy which supported staff to raise concerns. Staff felt supported by the management team and could speak with them at ease if they had any concerns

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. The provider had an equality and diversity policy and promoted training and career development for all staff. Staff felt supported by the registered manager.

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 a robust governance system which assisted the registered manager to carry out audits to maintain standards. Spot checks were carried out to ensure staff carried out their duties correctly and to make sure people were happy with the care they received. Any concerns were swiftly acted on and resolved.

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. Staff and leaders worked well with partners to ensure good care. One external professional said, “Firstly, my client always verbalise that they are happy with the services they [Seven Hills Homecare] deliver, and this is very vital to me. There has never been any complaint from my client or myself about Seven Hills Homecare. They [staff] are friendly and committed to their services. Seven Hills home care has been very responsive and honest with the provision of their care.”

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 culture promoted honesty and learning from mistakes and there was a clear understanding of the need to be open in the event of anything going wrong. Feedback was shared with people and staff to ensure lessons were learnt. Staff were supported to learn and improve in their role, through training, supervision and staff meetings. Arrangements were in place to obtain feedback from people and staff to help the service learn and improve.