Acer Healthcare Northwood & Ruislip

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. 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.

There was a positive person-centred culture at the service. People using the service, relatives and staff were happy and told us they would recommend the agency to others. People received personalised care from well trained staff. The provider made sure staff understood and followed their values and vision. There was a clear strategic plan and business plans for future development. The provider acted on people’s feedback. Comments from relatives included, “They are willing to listen and provide what we need. I feel so at ease with them and would certainly recommend them”, “I feel the agency wants [person] to be happy. They really care” and “They have found the right care worker for [person]. They have gone beyond my expectations.”

A staff member told us, “I am proud working for the service. I enjoy working with people and making a difference.” Another staff member commented, “Making a positive difference and helping people stay safe and at home is the best thing.”

There were capable, compassionate and inclusive leaders. At the time of our assessment, there was no registered manager in post, and the provider was actively recruiting to fill this vacancy. The deputy manager had a good understanding of the service and ensured standards were maintained. They were able to explain how they met people’s individual need and supported staff. Staff told us they felt well supported. Their comments included, “I feel very supported by my manager and the office. They are always available” and “My manager is supportive and helpful. They guide me to give the best service.” The company directors were also involved in the management of the service and worked alongside the deputy manager. They kept themselves updated with training and information about best practice.

People and relatives told us managers were accessible and easy to get hold of. Their comments included, “I think it is well managed”, “The service is about quality and professionalism” and “Managers are approachable and helpful. They know about individual people.”

There were processes for staff to speak up and share any concerns they had. Staff confirmed they felt comfortable raising concerns, and these were always acted on. The provider apologised when things went wrong. They were open and transparent, sharing learning from complaints and concerns raised by people, relatives or staff. People and relatives knew who to speak with if they had concerns and felt confident these would be acted on.

There were procedures for supporting staff equality, diversity and inclusion. The provider considered staff members’ individual needs during recruitment, induction, training and workplace support.They helped staff to celebrate their culture and share information about this with others. Staff told us they were well supported. They explained the provider considered their individual needs when planning work. Their comments included, “My individual needs are met. Managers consider travel arrangements and flexible working” and “The agency is respectful of cultural needs and personal holidays. They ensure of shift scheduling is safe and meets our availability.” A staff member told us that due to ill health their needs changed. They explained the agency had supported them to take on a new role which better suited them.

There were effective systems for monitoring and improving the quality of the service. The provider carried out a range of audits and checks. They took appropriate action when they identified improvements were needed. The provider had sourced an external partner to carry out a ‘mock inspection.’ This assessed all areas of the service in line with CQC guidance and the relevant legal regulations. The provider responded to the findings, making improvements when these had been suggested.

The provider had a range of policies and procedures which were regularly reviewed. Staff had access to these, a company handbook and other relevant guidance. There were clear continuity and business plans to help the provider deliver the service.

Managers carried out spot checks on staff to ensure they were providing good quality care. They held reviews with people and their families and met with staff through supervisions and appraisals. These systems helped to ensure good management oversight.

Records were accurate, complete and up to date. The provider regularly reviewed and audited record keeping systems.

The provider worked in partnership with other professionals and agencies. The service was a franchise. The director told us the franchisor offered support, guidance and opportunities to learn about best practice. Managers from different franchise companies shared ideas and experiences. Managers also attended local authority meetings to discuss best practice and kept up to date through various webinars and online resources.

Staff worked with external healthcare partners when needed to meet people’s individual needs.

The provider was involved with local community projects, working closely with a place of worship and food bank collection services.

There were systems to ensure a positive learning culture. There were opportunities for staff to undertake training online and in person with managers. The deputy manager was a qualified trainer. They assessed staff skills and knowledge and provided updates and guidance. Staff told us they had access to training and information when needed.

The provider was committed to reducing their carbon footprint and had specific processes around this. They were also developing new software to help with governance and assessing compliance with regulations.