Archived: Promedica24 Homecare (Blaby and Lutterworth)

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 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 provider had a clear, person-centred culture that was understood and promoted by leaders and staff. The registered manager described their vision for the service as, “To be the best, treat clients like they are our own family. We go above and beyond. We have an open-door policy; I'm always available on the phone to clients and staff and make time for everyone.”

The registered manager fostered an open, supportive and inclusive environment where people were encouraged to share their views and staff felt valued and able to raise concerns. There was a strong emphasis on building positive relationships, maintaining regular communication and ensuring people received care that was tailored to their individual needs. Staff understood the provider’s values and were committed to delivering compassionate, high-quality care that promoted people’s independence, dignity and wellbeing. A staff member told us, “The leadership team is right there for us to contact. They are supportive and understand what the job is about. There is a lot of give and take between the management and staff, this relationship works perfectly well.”

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 was visible, approachable and demonstrated the skills, knowledge and experience needed to manage the service effectively. They promoted a supportive and inclusive culture where people, relatives and staff felt valued and listened to. Staff spoke positively about the management team and described managers as accessible and willing to provide practical support when required. A staff member told us, “The managers are very hands-on and come out on-site when needed. They are very supportive in so many situations; they will cover a ‘double handed’ call. I know they will always answer the phone; this is very reassuring when I am working in the evening. It is comforting to know I am not alone out there.”

The registered manager demonstrated a clear understanding of their regulatory responsibilities and the requirements of their registration. They were aware of their duty to notify the Care Quality Commission (CQC) of significant events and incidents and had systems in place to meet these obligations.

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

Systems such as team meetings, supervision and informal discussions supported open communication. Staff feedback confirmed they felt their views were valued and acted upon. Staff had also received whistleblowing training and understood how to raise concerns appropriately. One staff member told us, “The leaders are very kind. They are easy to speak with about anything. They are very understanding of the work I do. They are always there to ring and speak to, no matter what the time of day or evening. I believe that they do not go off shift until all the carers are finished working.”

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 recognised the value of a diverse workforce and encouraged a culture where staff felt valued, included and able to be themselves at work. Staff were treated fairly and had access to the same opportunities for training, development and progression regardless of their background or personal characteristics.

Policies and procedures supported equality and inclusion, and staff received training to help them understand the importance of respecting diversity and challenging discrimination. Staff told us they felt respected and supported by the management team and were confident any concerns relating to equality, diversity or inclusion would be taken seriously and addressed appropriately.

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 had effective governance systems and processes in place to monitor, assess and improve the quality and safety of the service. Regular audits were undertaken to identify areas for improvement, monitor compliance and ensure risks were appropriately managed.

The provider maintained oversight of the service through the review of audit findings, incidents, and accidents. Information gathered was used to identify trends, address concerns and drive continuous improvement.

The provider took on board feedback provided during the inspection and recognised opportunities to strengthen their oversight of care planning. They acted positively on this feedback and were committed to further improving the quality and consistency of care records to ensure they accurately reflected people's needs, preferences and outcomes.

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.

Staff worked collaboratively with partners to respond to changes in people’s needs, manage risks and support independence. The provider was actively involved in community activities and supported people to access local resources and social opportunities. A staff member told us, “I take a client out for lunch, and we walk around the town to refresh their mind in a different setting, a change of scenery can make a big difference to a person; seeing others and different environments.” A relative said, “[The provider] did take clients that wanted to out for a Christmas meal which was a nice touch I thought.”

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 provider was responsive to feedback from people, relatives, staff and professionals and used this information to identify opportunities to improve the service. There was a culture of openness and reflection, where learning was encouraged and used to drive positive change.

The provider actively considered ways of improving people's experiences and outcomes, adapting care and support to meet individual needs and preferences. This helped promote equality of experience, quality of life and access to care for people using the service. Staff were encouraged to share ideas, raise concerns and contribute to service development, supporting a collaborative approach to improvement. A staff member told us, “People who use the service get emails with request for their views on how the service is. They are asked to evaluate the service they are getting as well as the company. They also are encouraged ring the office to share ideas. We as staff are also encouraged to give our views on the service and are asked for ideas on changes.”

The provider responded positively to the findings of this assessment and was receptive to feedback about its systems and processes. They took action to strengthen oversight and further improve practice where opportunities were identified.