Pearl Home Care Ltd

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 under its new registration. 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 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 registered manager was knowledgeable about their regulatory responsibilities and about their priorities for the development of the service. A vision and mission statement was in place and communicated to staff. Staff were aware of their roles and responsibilities and recognized how their contributions supported the overall aims of the service. One staff member told us, “We work as a team and achieve the same goal.”

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. Systems and processes were in place to provide support to staff and promote a positive, open and inclusive culture. Overall staff told us management were approachable, and they felt comfortable speaking with them and raising concerns. Staff were mainly positive about the culture of the service and staff morale. One staff member told us, “Staff morale is positive. We support each other and communicate well.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Systems were in place for people to speak up and for their voices to be heard. Policies and procedures to guide people were available including safeguarding and whistleblowing policies. We reviewed records where people’s views had been sought including surveys and complaints and compliments. People and their families felt that if they raised an issue they would be listened to. One relative told us that they were aware who to contact but their family member is happy with the service and has never had to raise a concern. Overall staff told us they felt able to speak up. One staff member told us, “I feel that if I raised a concern, management would listen and respond appropriately. I feel comfortable speaking up when needed.”

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. Policies and procedures were in place that promoted equality, diversity, and inclusion, and staff received appropriate training. Feedback and documentation reviewed confirmed that reasonable adjustments were provided to support staff’s individual circumstances where required.

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 registered manager had systems in place to monitor and improve the quality of care. Processes such as audits and quality checks were used to assess safety and performance, with prompt action taken to address identified issues. However, some of the systems in place including oversight of medicines and care records needed further review to make more robust and effective. The registered manager responded quickly to areas for improvement highlighted during our assessment and was aware of their responsibility to notify partners of notifiable incidents, for example, notifications to CQC and safeguarding alerts. The provider had not been aware they were not registered to provide support to autistic people or people with a learning disability and therefore were not fully compliant with meeting the requirements of ‘right support, right care, right culture’. We noted during our assessment that the service was unknowingly supporting 1 person with a learning disability/autism who fell under the regulated activity of personal care. The provider was aware they should not take on any further people who would receive the regulated activity of personal care under this service user band whilst waiting for their application to be processed.

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. The registered manager had a clear commitment to continuous improvement and actively sought opportunities to enhance the quality of care. They were receptive to feedback and welcomed suggestions for development, reflecting a proactive approach to service improvement. The registered manager also recognised the importance of collaborative working and maintaining strong relationships with partner agencies to ensure effective coordination and better outcomes for people using the service.

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 shared their plans to improve the service and improve outcomes for people. Systems were in place for learning from incidents, and lessons learned were shared with staff to reduce future risks. Policies and procedures reflected best practice and were accessible to staff. Staff were supported and encouraged to develop in their roles. One staff told us, “Pearl Home Care promotes a good place to work and if you have a career path, they provide all the support needed.”