House of Caring Ltd

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 of 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 and culture which was based on equality and human rights, diversity and inclusion, and understanding people’s needs. The management team ensured staff understood the aims and objectives of the service and how their role contributed to achieving them.

Staff told us there was a good sense of teamwork, and that team meetings were used to share information and provide mutual support. They said this improved outcomes for people who used the service. One member of staff told us, “Team meetings are used to share updates, discuss any changes in care plans, raise concerns, and support each other. It’s a good opportunity for communication and teamwork, which helps improve the quality of care we provide.”

The management team supported staff through regular one-to-one supervision. The registered manager said, “We give opportunities to staff to be open. If they have concerns, they can discuss them in a confidential manner. We ask about their mental health and wellbeing. We make sure they maintain a work/life balance.”

Staff told us supervision provided opportunities to discuss their performance and professional development and any concerns they had. One member of staff said, “I meet with my manager for one-to-one supervision every month. These sessions are helpful for discussing my progress, any challenges I might be facing, and setting goals for my development.”

The provider had inclusive leaders who understood the context in which they delivered care and embodied the values of the organisation. Leaders had the skills, knowledge and experience to lead effectively. They did so with integrity, openness and honesty.

The provider understood their responsibilities under the duty of candour, which is a legal requirement for health and social care providers to be open and transparent when things go wrong.

Relatives told us managers were supportive, responded positively to feedback, and were committed to the provision of safe and effective care. One relative said, “The management team has been excellent in providing support. They are responsive to feedback, regularly check in with us, and ensure that the carers have the necessary resources. If any concerns arise, they address them promptly, showing a strong commitment to high-quality care.”

Professionals reported that the management team were accessible and had a commitment to the provision of good quality care. One professional told us, “The service appears to be well led and managed. Leadership is visible and approachable, with a clear focus on maintaining high standards of care and continuous improvement.”

Staff told us the management team were approachable and supportive, which promoted an environment in which staff were empowered to achieve good outcomes for the people they supported. One member of staff said of the management team, “They are approachable, responsive to any concerns, and provide guidance when needed. It helps create a good working environment and ensures we can deliver the best care possible.”

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

Relatives told us they knew how to raise concerns and would feel comfortable doing so, but said they had not needed to complain as the staff who visited their family members were responsive to any changes requested. One relative told us, “We've never had to raise a concern as any issues are addressed there and then. The carers feel comfortable communicating with us, and mutually we are able to resolve any changes. Occasionally we may need to speak with management.”

Staff told us they felt able to speak up if they had suggestions or concerns, and said managers responded appropriately if they did this. One member of staff told us, “When I’ve raised something, managers have always been receptive and open to feedback, taking the time to listen and address any issues or ideas for improvement.” Another member of staff said, “We are encouraged to be honest. Even if we make a mistake, it's handled in a fair and supportive way.”

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 PIR gave examples of how the provider promoted equality and inclusion in the workplace stating, ‘We are committed to fostering an inclusive, supportive, and fair working environment for all employees. Over the past 12 months, we have undertaken several initiatives to promote equality and inclusion within our workforce, ensuring that everyone feels valued and respected, regardless of their background or identity.’

The provider had introduced a flexible working policy, which allowed staff to adjust their working hours, shift patterns, or to work from home when necessary to accommodate their personal circumstances, such as childcare, health issues, or other commitments.

The provider had reviewed and updated their recruitment policy to ensure recruitment was inclusive and free from bias. This included ensuring that job advertisements and interview processes were accessible to all candidates, regardless of gender, race, disability, or other protected characteristics.

Staff attended Equality and Diversity training, which included unconscious bias, cultural sensitivity, anti-discrimination laws, and how to support colleagues with protected characteristics such as age, gender, race, disability, and sexual orientation.

The provider had clear and effective arrangements for governance and oversight of the service. The management team had clear individual roles and responsibilities and communicated with one another effectively to plan and deliver high quality care and support. They effectively monitored risk and performance and took action to address any issues identified. Notifications were submitted to relevant agencies and organisations when required.

The provider’s quality monitoring and governance systems helped ensure people received a safe, reliable, well-planned service. The provider used an electronic call monitoring (ECM) system which enabled them to monitor call completion in real time and take action if necessary, such as reorganising the rota if a member of staff was delayed in traffic or at an earlier call.

The provider’s field care supervisor carried out regular spot checks to assess the quality of care staff provided. Spot checks were also used as opportunities to ask for feedback from people who used the service and their relatives.

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. For example, the provider attended regular multidisciplinary Child in Need (CIN) meetings hosted by the local authority to contribute to planning and reviewing children’s care. These meetings involved the child’s family, social worker, school, and any relevant healthcare professionals. The registered manager told us, “Giving them accurate, timely information is really important.” The provider also worked with the local authority Positive Behaviour Support (PBS)team to plan children’s care and keep their needs under review.

Professionals who worked with the service told us the management team liaised well with them to ensure people’s care was effectively delivered and monitored. One professional told us, “The agency is very collaborative and works very closely with professionals.”

The provider focused on learning and improvement across the organisation. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

The management team used feedback from people who used the service, their relatives, professionals, and staff to improve the service.

The management team ensured learning took place from incidents and examples of good practice. Leaders encouraged reflective practice and encouraged staff to speak up with ideas for improvement and innovation. Managers had access to leadership training and there was a strong sense of trust between managers and staff.

The provider proactively explored innovative approaches to improving people’s care and support. The PIR provided an example of how the introduction of a new approach had achieved positive outcomes for people who used the service, stating, ‘We continually explore and integrate new ways to enhance care. Recently, we have introduced sensory activities and music-based therapies for individuals with learning disabilities and autism, which have reduced [distressed] behaviours and improved communication.’