Shores Homecare Limited

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.

At our last assessment we rated this key question requires improvement. 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 71 (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 values of the service were shared with staff during induction and in staff meetings. Staff were able to explain the values and how these were met during their care delivery. Staff told us there was a strong team ethos, comments included: “I think they’re a very good organisation to work for. They genuinely care and do the best for people” and “They are such a good team. They’re caring and supportive; I love going to work.”

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.

Managers were knowledgeable about all aspects of social care and utilised their knowledge and learning to develop the service further. Staff told us they felt supported by managers and that managers always had an open door. A staff member said, “I like it here, I get along with the management and we always get to talk about stuff.”

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

Staff felt comfortable to speak up and were encouraged to do so, particularly in supervisions and meetings. Staff were able to contribute to how the service was run and make suggestions for improvement.

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 staff team was diverse and there were not barriers to recruitment or development within the service.

The provider had clear responsibilities and roles for staff. Staff were accountable and undertook regular checks and audits. They used these to manage quality and deliver care. They acted on information about risk, performance and outcomes, and shared this securely with others when appropriate. However, it was not clear what governance systems were in place to record who had undertaken the checks and what had been checked, or how audits had been undertaken.

Formalised and clear governance systems were not in place to provide oversight about how managers knew what checks had taken place or how those checks were comprised. The governance system had not identified the discrepancies in care plans found during our inspection visit.

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 were supported to access social clubs and day care provision, as well as exercise classes, and nutrition classes, where people were taught to cook and eat independently. These were also open to members of the local community who did not receive care from the service. The service also worked closely in tandem with GP surgeries, other domiciliary care services and care homes to share resources and training.

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 deputy manager had clear improvement plans and used information from across the service to formulate these. The deputy manager had plans to expand the reach of their community provision to support improvements across the community as a whole.