Trusted Homecare (NW) Limited

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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 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 newly registered 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.

The registered manager told us, “Our goal and vision is to ensure people receive planned person-centred care, their concerns and complaints are listened to and shared with external stakeholders if required and provide compassionate care. We share this with staff, people and relatives, through team meetings, supervisions and monthly newsletters.”

Care workers echoed what the registered manager told us. A care worker said, “Our purpose is to support people according to their needs, make them comfortable and respect their individuality.”

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 told us, “I have an open-door policy, I am transparent. We ensure staff are off for religious festivals, respect staff individual needs for example fasting or other religious observance and respect their needs.” A member of staff said, “The manager looks after us and cares for us. It’s a great place to work.”

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

Care workers told us they were encouraged to speak up in meetings. They did not have any concerns about consequences. A care worker said, “We have monthly team meetings, and I have regular supervisions where I can feedback to the manager, she makes me comfortable, and I am not afraid to speak up.”

The provider had a process to ensure staff or others can report concerns. There was a whistleblowing policy and procedure in place. This meant staff could seek guidance when needed. Care workers told us that they could raise concerns with the registered manager without the fear of reprisals.

Relatives confirmed they were able to speak up and raise any concern with the registered manager and told us the registered manager was easy to reach and talk to.

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 a range of policies and procedures in place to ensure an inclusive and fair environment for people and staff. Staff had received training in equality and diversity. People’s individuality was respected regardless of their abilities, their background or their lifestyle. Relatives told us that they valued the registered manager’s approach to ensure care workers were matched with people from the same cultural and linguistic background to the people they supported.

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.

There were systems to regular monitor the quality-of-care people received and effective processes for monitoring and improving the performance of the service ensured staff followed its policies and procedures.

Care workers had regular supervision meetings to discuss their work and clarify any issues arising. There were regular audits of all aspects of the service, audits were reviewed and learning outcomes were fed back to care workers.

Care plans and risk assessments were comprehensive and, processes were in place to regular review care plans and risk assessments with people and their relatives to ensure they were reflective of people’s needs and preferences..

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.

People had input from health care professional which meant their care needs could be met. However, appointments with health care professionals were currently managed by people’s relatives.

Care workers supported people in the community and understood the importance of community access and engagement.

Feedback from partners was positive about the agency and service being provided to people.

The service supported people to access the community and care plans outlined activities people liked to participate in. Hobbies, interests and preferences were outlined in people’s care plans. This meant people could make choices about what activities they would like to do based on their wishes and preferences. A care worker said, “I go with [service user] to the mosque, or we go for a coffee or the hairdresser. It is down to [service user] what we are doing.”

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 registered manager pro-actively sought learning and training opportunities to ensure they were up to date and fully aware of changes within the adult social care sector and wider Health and Social Care (HSC) system. They told us, “I have done all training myself, I use external mentorship and stay up to date with learning by for example, accessing the Care Quality Commission website.

The registered manager encouraged learning and improvement through ways of obtaining regular feedback from care workers and people and quality assurance measures. People, their relatives and care workers confirmed that regular home spot checks were completed to ensure people’s needs were met and any areas for improvement could be made. A relative said, “The manager comes regularly to check the care plan and observe the carer. This is a great opportunity for me to provide feedback.” We asked the relative if any feedback was acted on and they confirmed that this was the case.