Holistic Homecare 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.

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 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. Staff told us morale within the team was good. The provider had clear visions and values for the service which included 'Passion, Respect, Diversity, Integrity and being honest, transparent and Excellence.' New staff received information and videos about the service, its core values and the policies, procedures and codes of conduct. A staff member said, “Staff morale is always positive, even though the job is difficult, its good organisation to work for as you feel appreciated and part of a team. Overall, I have been happy with my time at holistic social and haven't worked for any better company.”

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 provider and registered manager were involved in completing monthly governance checks and day to day checks of the service, to ensure people were receiving good care, records were up to date and staff were supported effectively. People and relatives knew the registered manager and told us they were easy to contact. A relative said, “I know the manager. They are kind, genuine, honest and reliable. It is 100% well-led because my relative is happy.” Staff told us they felt valued and supported.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There were clear procedures and systems in place to enable staff to raise concerns. Staff told us they could report concerns if needed, and action would be taken. People and relatives felt listened to and included in the operation of the service. Staff told us they felt comfortable raising suggestions or concerns, and they would be listened to. A staff member said, “The manager is approachable and fair, I feel comfortable to ask them anything.”

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. All staff were supported with their professional development, and no staff told us they were subject to any form of discrimination. Staff were involved in providing feedback about their roles and were able to raise suggestions through supervisions, regular meetings and feedback surveys. Records evidenced staff were happy and felt supported, with '100% staff stating they felt valued' and '100% stating they felt their work was rewarding.'

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 several auditing systems in place, to enable them to continuously monitor the quality and safety of the service. This included auditing of care records, medicines administrations, staff practice and communication with people. Staff received regular checks, to ensure they were adhering to the policies and procedures of the service and providing good quality care to people. Business continuity plans were in place, which detailed what action should be taken in the event of an emergency, such as severe weather.

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 supported some people to attend community outings and people were encouraged to maintain links with family and friends. Partners told us the service worked well with them. The service took part in several national care award recognitions, and had won several awards, including 'provider of the year'. A relative said, “I wouldn’t know what to do without the service. [Name] wouldn’t be alive without them. They are exceptional. I can’t speak highly enough about them.”

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. The service had no recent formal complaints. The provider had clear policies and procedures in place, for dealing with and responding to complaints should they arise. Feedback surveys were used to improve the quality of service delivery for people. Surveys evidenced people were happy with their care. People were also involved in providing suggestions and raising concerns during staff spot checks and regular reviews.