Your Own Home Care

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 good. At this assessment the rating has remained 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 management team a shared vision, strategy and culture that was understood and supported by staff, people using the service, and relatives. 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.

Staff and people using the service described a caring and supportive environment, with several people reporting that they felt the service was well run. One person commented, “The [registered] manager is kind and caring and always available, I pick up the phone and she is there, nothing is too much.”

The service was small and many people were referred to the service through word of mouth. Many people had been supported by the service for many years as family members felt the care was good.

The registered manager understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. They always did so with integrity, openness and honesty. Management provided compassionate care. The registered manager established the service as a family business and continually developed it to meet people's needs, fulfilling responsibilities to both staff and those supported.

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

There had been no whistleblowing concerns raised since the last inspection, but staff told us that they felt supported to speak up if they had concerns. One staff said, “I can just pop into the office any time and talk to the registered manager if I have concerns.”

The registered manager valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Many of the care staff required flexible working hours, due to caring responsibilities of their own or a wish to reduce hours. Staff confirmed the registered manager was flexible with shift patterns without impacting on continuity of care for people.

The registered manager 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’s electronic care planning system had a range of built in checks and audits. For example, it could alert managers to missed calls or care tasks and provide reports on call times. This was regularly monitored by the deputy manager. The management team held weekly meetings to discuss the needs of the people and to address any risks or concerns.

Quality assurance processes included staff observations, spot checks, annual surveys and records of feedback.

The registered manager had robust plans for business continuity in case of emergencies such as adverse weather and staff sickness.

The registered manager 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 regularly spoke with health professionals ensuring if specific care needs were required this was met.

The registered manager 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 confirmed they were encouraged to share ideas that could help improve the service and improve people’s quality of life; and they were supported to develop their skills around improvement and innovation.

Managers were open and transparent during the inspection process, and responsive to feedback provided. Any suggested improvements were implemented in a timely manner.