Hillingdon Shared Lives

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.

The last rating for this key question was outstanding. 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 82 (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 created an exceptionally positive, compassionate and person-centred culture. Everyone involved with the service spoke about this with passion. Shared lives carers and staff told us they were very happy with their roles. People using the service were safe, well-cared for and placed at the heart of the service. Shared lives carers told us how much they enjoyed the work and how rewarding it was. They explained they would and had recommended the scheme to others. Their comments included, “It is an invaluable service”, “It is positive and fulfilling” and “It is a blessing for us to do this.”

People’s relatives told us about individual experiences which had made a positive difference to people’s lives. Their comments included, “They find the right families for our loved ones. It is personalised and caring, tailor made for the person”, “It gives me peace of mind knowing [person] is happy and well cared for” and “They are a real family, it has a family feel about it. From all in charge, to the carers, you never feel out of place.”

Professionals told us they thought the service had a significant and positive impact on the lives of everyone who lived within the shared lives scheme. Their comments included, “They build a trusting and positive relationship with [people]” and “The shared lives scheme is not only transforming lives but providing a compassionate alternative to other care services.”

The provider ensured people using the service played a key part in making choices. New shared lives carers were approved by a panel which included a person using the service. The registered manager explained how much value this person brought to the panel, how they developed their own questions and took a lead in making sure the right decision was made about carers.

The registered manager and shared lives officers had an exceptional understanding of people’s needs and the needs of the shared lives carers. They provided inclusive and person-centred support, offering everyone involved in the service opportunities to contribute, feel listened to and valued. Leaders were available when shared lives carers needed. For example, 1 shared lives carer told us how about a distressing incident. They explained that when they called the scheme the staff came to their home straight away, helped them with the situation and provided ongoing after support for them and the person they cared for to make sure they felt safe.

The needs and rights of people using the service were at the heart of all decisions. Shared lives carers and people were well matched, and staff confirmed they had not needed to change any placements because of poor matches. People and shared lives carers had regular contact with staff and leaders to ensure they felt well supported.

Staff were supported to obtain management qualifications, given additional responsibilities and secondments within the organisation to develop their skills. Staff and registered manager demonstrated a clear and obvious passion for their work, an in-depth knowledge of people and shared lives carers and a commitment to making sure the service worked for everyone.

Comments from shared lives carers included, “They have all been extremely helpful. I have nothing but praise for them”, “I have nothing but praise for them. I rang them in tears 1 day and they were here in 20 minutes, and they stayed with me” and “I couldn’t do what I do without the support of [the staff and registered manager].”

External professionals told us the staff and registered manager worked especially well with them. One professional said, “[Staff and managers} are extremely helpful and accommodating to work with. My experience is they are always easy to get hold of. They help identify solutions where problems arise.”

The provider had systems to enable people using the service, shared lives carers and staff to speak up. The provider shared information about this. Everyone told us they felt confident and able to speak up. They felt listened to and knew that any concerns would be acted on.

The provider ensured workforce (including shared lives carers) equality and inclusion. The provider had procedures to ensure there was no discrimination and everyone was supported in a fair and appropriate way. The registered manager had undertaken an audit of characteristics and had analysed the data to look at how to promote the service to different groups of people to provide further diversity.

Staff and shared lives carers felt supported and did not experience any discrimination.

The provider had effective systems for monitoring and improving the quality of the service. These included regular audits and checks of home environments, records and how the placements were working. The provider had a range of policies and procedures. These reflected good practice and legislation. Staff and shared lives carers had access to these.

The provider enabled people using the service and shared lives carers to give feedback about the service. People were supported to complete surveys by independent workers who were not involved with the scheme. As a result of feedback, the provider had made changes to the service and developed systems to reflect what people and carers had said they wanted.

The provider worked in partnership with other professionals to make sure people received a holistic and personalised service. Other professionals confirmed this. Their comments included, “I enjoy working with the shared lives scheme staff” and “We work jointly to improve circumstances for people who would otherwise have struggled to find a suitable and safe placement to live.”

The registered manager and staff met with and had regular contact with networks of other schemes and a national organisation supporting shared lives schemes.

The provider organised for community events to raise awareness about the scheme and to provide social activities for shared lives carers and people using the service.

The provider supported learning and innovation. Staff and shared lives carers undertook a wide range of training. They met with each other to discuss things that went wrong and best practice. Staff were supported to undertake qualifications and enhance their knowledge and skills.

The provider was looking at ways to develop the service. Their plans included liaising with fostering services to help develop pathways for young care leavers and to create a package for shared lives carers which would help them feel more valued and included as employees of the local authority.