Hedgerow Homecare

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 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.

There was a positive person-centred culture. The provider ensured staff understood their values and ethos during induction and through regular engagement with the staff. People using the service and relatives felt they received a good service and told us they would recommend the agency to others. Their comments included, “We are lucky to have them”, “All the staff and managers work hard” and “There is good communication with us.” People told us they were asked for their views and had regular contact with managers. Staff told us they were happy working at the agency, felt supported and would recommend it as a place to work and an agency to care for a loved one. A staff member said, “I feel confident recommending the agency. They value people’s wellbeing and independence. I enjoy seeing the positive impact good care can have.”

The leaders were capable, compassionate and inclusive. The registered manager had a management in care qualification. They understood the how to manage the business and how to provide good quality care which met regulations and reflected good practice. People using the service, relatives and staff told us the registered manager and other members of the management team were open, available and dedicated. Comments from people and their relatives included, “The managers are very responsive”, “I think the managers go above and beyond” and “Managers are always willing to resolve any problems.”

There were systems to enable staff and others to speak up when they felt something was wrong. Staff told us they knew what to do if they had concerns. They explained they felt confident speaking up. A staff member commented, “We can speak up. My concerns and ideas are not only listened to by acted upon.” The registered manager was open, honest and transparent. When something went wrong, the registered manager apologised to people and explained the actions they were taking to prevent this happening again.

There were policies and procedures to support workforce equality, diversity and inclusion. Staff told us their individual needs and diversity needs were respected. The registered manager supported staff with flexible working arrangements. Comments from staff included, “My individual needs are met. I feel respected and safe”, “The work is highly flexible” and “I disclosed [my individual need] and I have never been made to feel this is an issue. I am given the freedom to work the way which is best for me.”

The provider had effective systems for monitoring and improving the agency. They carried out a range of audits on different aspects of the service. They held regular reviews with people and asked for their feedback. They met staff and appraised their work. Managers regularly assessed staff competencies and carried out observations of them providing support. There were suitable systems for investigating and responding to complaints, accidents and incidents.

When managers identified improvements were needed, they took action to ensure everyone learnt from these.

The provider worked in partnership with other professionals. They alerted health and social care professionals to concerns about people’s wellbeing. People had access to the services they needed. Staff also advocated for people when liaising with external professionals. Managers met with external professionals when needed to discuss people’s needs.

There was a culture of learning, improvement and innovation. Staff undertook a range of training. They regularly met with managers. The provider acted on feedback from people using the service and other stakeholders. They made improvements when people requested changes.

The provider had plans to develop the service including improving training opportunities for staff and investigating ways they could provide greater support to meet people’s social and emotional needs.