Homewards Limited - 48 Leonard Road

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 good. At this assessment the rating has remained 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.

Systems were in place to support a culture for staff and for people using the service that was positive and shaped to help people live well and staff to have the tools to do their role. This was achieved through team meetings, residents’ meetings, supervisions and regular welfare checks with people.

Staff told us there were regular meetings and records confirmed they discussed how best to support people and potential new admissions in line with the values of the home.

This meant there were regular opportunities to discuss expectations and for the home manager and provider to ensure staff were sharing the direction of the service.

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 and people told us the home manager and provider were kind and approachable. We observed people were comfortable in the presence of the leaders of the home and this was helped through continuity of leadership. The provider was kind and told us they were reachable easily when they were not on site.

Relatives told us they had a very positive relationship with the leaders of the service that had spanned several years. A relative said, “I speak to [provider] a lot and to [staff] member, they’re brilliant.

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

Staff were confident to whistleblow. They were also able to speak up to the home manager and the provider to discuss any concerns they had with their role and the safety and wellbeing of people they supported. They did this knowing the provider and home manager would take the time to listen and support as needed.

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 workforce was diverse and reflective of the community of people they supported.

Training in equality and diversity was provided and the provider had equality and diversity policies in place. Staff told us they felt included in the workforce and had not experienced discrimination within the workplace, staff respected each other which helped promote a positive work culture to provide good outcomes for people.

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.

Quality monitoring systems in place to oversee the home were effective. They ensured care was being provided in line with the expectations of the provider.

Records confirmed the home manager and provider carried out several audits in accordance with their policy and procedure, which included, medicines, infection control, fire risk and a director’s audit of the home. Actions were identified and recorded for staff to rectify. For example, where the provider had noticed the chopping boards needing changing in the kitchen this was documented and actioned. This showed the management took action and had oversight of the running of the home.

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 home regularly worked with people’s relatives and health professionals to get care that supported people’s needs effectively. Through joint working people were able to enjoy services in their local community with full staff support. Relatives confirmed this and praised staff support in helping their family member to take part in leisure activities and different groups.

Relatives told us they would like to see more residential trips for people living at the home. They felt this would support individuals to experience different environments and enhance their wellbeing.

Managers welcomed this feedback and recognised the importance of working in partnership with families to shape the development of the service. They told us they were reviewing current activity provision to identify opportunities for broader community engagement and extended stays.

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.

Joint working took place with health professionals who specialised in supporting people with a learning disability and autistic people and internal stakeholders to help people have the best health outcomes while using the service and within the wider community.

Staff training was regularly monitored before it was due to expire, and staff were supported to complete their training on time and to the best of their ability.