Thames Homecare- Barnet

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• 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 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, inclusion and engagement.

Leaders actively promoted these values through regular communication and team meetings. For example, staff told us they felt their views were listened to and they were supported and valued. One staff member said, “The manager is very good, I feel I can speak to [manager] about any issues or problems. We have monthly staff meetings where we can share and talk through issues, I feel supported by the team.”

The provider encouraged open dialogue to ensure continuous improvement.

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.

A person using the service told us, “I think it is well run and I would recommend them to other people. I have no complaints at all, and I am very happy with the service I am getting.”

Staff were complimentary about the leadership approach of managers who they consistently described as approachable.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There were clear reporting structures, staff understood who to speak up to and how. Staff could raise any issues directly with management face to face, at supervisions or through the staff survey. The provider had a whistleblowing policy in place and staff told us they were encouraged to speak out and felt able to do so. When concerns had been raised these were investigated and lessons were learnt.

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.

Staff told us they were treated fairly and supported as individuals. A staff member said, “Group meetings are made accessible and can be joined on teams etc, [managers] allow for travel time, which is great, especially if you use public transport.”

New staff completed a health questionnaire form in case any reasonable adjustments at work should be explored. The registered manager told us they would ensure reasonable adjustments were implemented if required.

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’s systems and processes to monitor the quality and effectiveness of the service continued to ensure risks were identified and mitigated, enabling and empowering people to remain in their own homes and receive good quality and safe care. The registered manager and management team were knowledgeable about their regulatory responsibilities and monitored the quality and safety of the service. This was achieved through a monthly schedule of audits which reviewed and audited people’s care records, including care plans, medicine records and assessments. Staff records were also audited, focusing on supervision, appraisal, training and spot checks. This meant management had oversight of the running of the service

Staff were positive about the management of the service. A staff member told us, “The staff in the office are aways very caring and helpful, the manager is always there to support and listen to us. I am happy in my role.” The provider maintained an oversight of care visits, ensuring they occurred at the scheduled times and in line with established care plans, thereby supporting consistent and dependable service provision.

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 service had good links with local healthcare professionals and services. Staff worked with a range of services to help meet people’s health needs. For example, there were good links with local GP surgeries, the community nursing team and social workers.This meant people’s care provision was joined up and services worked well together.

The registered manager was part of a local providers forum. This supported providers in the area with knowledge and updates in changing legislation and guidance.

The provider focused on continuous learning, innovation and improvement across the organisation. The service had systems in place for learning and improvements, with feedback being sought from people, relatives and staff. The service also carried out regular audits to ensure there was a culture of continuous improvement. Their emphasis on continuous improvement included actively seeking the views of staff and people both formally and informally. Staff meetings and supervisions were used to make improvements to the service. A staff member told us, “We discuss the right way to work, especially after an incident. We reflect and see how we need to improve and make a plan to improve the service.”