Storm 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 82 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement.

All staff knew the visions and values of the service and were able to communicate them during the inspection process. Staff believed in the values of the service and could explain how they delivered care in line with these.

One staff member explained, “I demonstrate Storm Homecare’s vision and values by providing person-centred care that helps the service users feel safe, supported, and respected in their own homes. I always treat each individual with dignity and compassion, listen to their preferences, and promote their independence. By being reliable, consistent, and professional, I build trust and deliver high-quality care that reflects our motto: ‘The care you can trust to keep you safe at home’.”

Another staff member said, “Storm Homecare vision and values are anchored on providing care that the service users and their families can trust to keep the client safe at home, and this is being demonstrated in my work with my service users using my expertise, professional ingenuity, and intuition in delivering quality care and support.”

The management team fostered a positive culture of collaboration and supported with learning and development. One staff member explained, “We have regular supervision. It’s a valuable part of the support we receive, giving us the opportunity to reflect on our work, discuss any concerns, and focus on professional development. It also helps ensure that we’re consistently meeting the high standards of care expected at Storm Homecare.”

The management team were aware of the provider’s equality process and how this worked in conjunction with recruitment practices and other processes across the service. The registered manager and nominated individual actively reviewed the service delivery to ensure a closed culture would not develop.

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 had been appointed after the previous inspection, where we had undertaken enforcement action. The nominated individual had been open and transparent about the issues identified at the previous inspection when recruiting the registered manager.

The registered manager and nominated individual had worked closely together to understand the issues with service delivery and had now made significant improvements.

A deputy manager had been recruited since our last inspection, who had a strong clinical background and had been a further asset to the management team.

All of the management team were visible and approachable. The staff knew each member of the management team and told us how supportive they were. One staff member said, “It’s easy to work with them. If I have any doubt they will reply back as soon as possible and always help me.”

The registered manager and nominated individual understood their responsibilities to deliver high quality, person-centred care and people told us this was the type of care they received.

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

Staff knew how to speak up if they had concerns and were confident that they would be listened to.

Staff spoke positively of the registered manager and management team. One staff member said, “The management team at Storm Homecare is very supportive. They maintain open lines of communication, encourage feedback, and ensure that staff feel heard and valued. I feel confident raising any concerns, knowing they’ll be taken seriously and handled professionally. Their approach fosters a positive working environment and directly supports high standards of care.”

Staff regularly received supervisions from the management team, and face to face team meetings were held frequently to give staff multiple opportunities to raise any concerns.

The provider’s policy on whistleblowing was accessible to all staff.

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

Staff knew how to speak up if they had concerns and were confident that they would be listened to.

Staff spoke positively of the registered manager and management team. One staff member said, “The management team at Storm Homecare is very supportive. They maintain open lines of communication, encourage feedback, and ensure that staff feel heard and valued. I feel confident raising any concerns, knowing they’ll be taken seriously and handled professionally. Their approach fosters a positive working environment and directly supports high standards of care.”

Staff regularly received supervisions from the management team, and face to face team meetings were held frequently to give staff multiple opportunities to raise any concerns.

The provider’s policy on whistleblowing was accessible to all staff.

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 management team had clear responsibilities and roles to ensure good oversight of the service. Statutory notifications were completed when required.

The registered manager had been instrumental in transitioning the service from paper records to digital records, and this had immediately improved the amount of oversight the management team had of the quality and safety of care being delivered.

The registered manager completed regular audits, which identified issues within care records, or service delivery, and swift and effective actions had been taken following this.

Staff understood their own roles within the service and told us they were listened to if they had concerns. A staff member stated, “I feel well-supported in my role, and the team works together effectively. Management is approachable and responsive, so I feel confident that if any issues did arise, they would be addressed appropriately.”

Staff felt the service was well-managed and a supportive place to work. One staff member said, “I enjoy working with Storm because they provide strong support, value quality care, and promote a respectful, person-centred approach. The team is professional, and I feel proud making a positive difference in people’s lives.”

The management team regularly spoke with people and their relatives to ensure staff were delivering compassionate care and completed quality assurance surveys to ensure care delivery met people’s needs.

The management team held regular meetings with staff and communicated with staff when changes had been made to people’s care records. One staff member explained, “Communication is great with Storm Homecare.”

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 cohesively with other organisations to achieve the best outcomes for people using the service.

People were encouraged to explore their local communities with staff support where required.

The registered manager understood people’s needs well and was confident making referrals to other partners when additional funding was required, or safeguarding concerns had been identified.

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.

Staff felt involved with the service, and had multiple opportunities to feedback any comments, suggestions or improvements.

People and their relatives were regularly consulted to seek their feedback for improvements the service could make.

The management team had already made significant improvements since our last inspection and had a list of projects they wanted to undertake to further enhance the service. The nominated individual advised they had been reviewing accreditation schemes for aspects of care and would be moving forward with this in the coming months.