Wildflower 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 newly registered 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 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 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 told us, “I hire the type of people who I can put my trust in. I really think about who I recruit and their character. I feel the service has an open culture as a result.” This was confirmed by the comments and feedback we received from people, relatives and staff which included, ‘You have a fab team working for you and we have really appreciated all their attentiveness and care’, ‘He's (staff member) great, a real natural’, ‘She has a very caring

and empathetic nature’ and ‘Wildflower are incredibly good at what they do’.

Staff told us they were very happy working at the service. They said, “I have a wonderful boss who has really supported and helped me a lot. I am quite happy with everything”, “I am very happy and feel very supported”, “We work as a team, and everyone is very happy to work here” and “I feel incredibly fortunate to have found an agency that mirrors my own beliefs about what care should be.”

External professionals felt the service offered a consistently good level of care. One professional told us, “In my experience, Wildflower customers always appear well care for. [Registered manager name] and her team are mindful of confidentiality and consistently treat clients with dignity, respect and kindness. They are a friendly and cheerful team who appear to take pride in their work. I have never experienced anything other than professionalism and excellence.

The provider had exceptionally 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.

Feedback we received consistently demonstrated that the registered manager was an extremely capable leader who had created a service that made a positive impact on people’s lives. It was evident that she placed people at the heart of everything the service did and she was always thinking of different ways to ensure people received the best care possible.

The registered manager had developed a strong culture where staff felt valued and wanted to provide high quality care. A professional told us, “Each carer has been a credit to their profession, showing genuine care and understanding for their clients. Through the registered manager’s leadership, people experienced positive outcomes.

It was clear that the registered manager worked effectively with a range of professionals and the local community. Through this partnership working, people had access to meaningful activities which they enjoyed. A professional told us, “For us it was finding a home care provider with a similar ethos to care and after meeting [registered manager name] it was obvious Wildflower was a great fit. Our partnership with Wildflower has enabled people to have the best of both worlds.”

Overall, the feedback highlighted a leader who was dedicated and committed to delivering a service that put people first. Relatives told us, “[Registered manager name] manages the service well. I’ve rung a couple of times when I’ve been quite anxious about things and [registered manager name] has been really supportive and come up with ideas. I’ve been so impressed. It’s a very personal service. It feels very tailored”, “I worry about the future (for my family member) but not in terms of Wildflower” and “[Registered manager name] has a great team.”

We also read relatives had commented in feedback reviews, ‘I’m sorry there was so much admin and sorting to do in the first visit. You are very efficient and I appreciate it very much’ and ‘You do far more than you have to, and we really appreciate it. They (family member’s) think you are wonderful, and so do we’.

Staff and professionals also felt the service was well managed. One staff member told us, “We have a very close-knit team. [Registered manager] is really good at getting us together for specific celebrations and we keep in touch with each other. [Registered manager] is absolutely fantastic in ensuring she’s available for any queries. We can leave notes for visits, and she will acknowledge difficult visits and reach out to ask how she can support us. How she juggles everything I don’t know but she’s kept everything well organised and well managed.” A professional told us, “They appear as being one of the most professional companies who visit our service.”

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

Staff had the opportunity to contribute or speak up about the service through staff meetings and supervisions. One staff member told us, “I keep in touch with staff through the messaging group or in person and make sure I’m aware of any concerns that staff raise. I can’t recall ever having any concern that was escalated, but I would be very comfortable to do so if required.”

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.

The registered manager told us, “I want everyone to have the same mindset, culture and character. Someone who is open. We complete diversity and monitoring forms with staff and we do not discriminate.” A male staff member told us, “I am not treated any differently to the female staff. I feel part of a team.” A second staff member said, “[Registered manager name] makes us feel like a team. She really chooses people who are really caring. I like the way she gives care and really thinks about the person.”

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 service had a robust auditing system which reviewed all aspects of the service in relation to its safety and level of care. The registered manager told us, “As a (management) team we come together monthly to talk about the monthly review. We look at what is needed on the carers side, such as training or supervision. [Staff member name] reads the daily logs weekly and will audit these monthly. We talk about these and also anything that’s come from [field supervisor name’s] visits.”

They went on to say, “In addition to this we carry out an annual audit. We did that in April (2025). This highlighted that daily logs needed to have more detail which we picked up with staff.”

To support the governance arrangements within the service, the registered manager had recruited a dedicated compliance officer who had robust oversight of the processes and systems. The officer played a pivotal role in helping to maintain high standards of care. They also ensured the service remained fully informed of regulatory changes and emerging best practices.

The provider clearly 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 and staff worked very closely with local health professionals as well as community groups. The registered manager was the chair of the Mid-Surrey registered managers network and also worked closely with Skills for Care (workforce development and planning body for adult social care in England). They were also members of the Homecare Association and the Surrey Care Association.

The registered manager told us, “We have close connections with some of the local care homes and will work with them if someone is leaving the care home to return home, or if it is someone, we have been providing care to who needs to move into a care home for some respite care. We also do a lot of work up at the community centre. We work with the art club, and I will do talks for them. There is a singing as well as a carer’s group too.”

The registered manager assisted 1 person to donate their arts and crafts to a local community centre. Additionally, Wildflower Home Care ran stalls at local fete’s or held fundraising events to raise money for this community centre. In another example, staff supported 1 person living in a local care home on a 1:1 basis working closely with the manager of the care home to help ensure there was a robust shared care package in place.

The registered manager ran sessions at a local support group which ran alongside a ‘memory lane’ group for people living with dementia. She had also volunteered serving tea, etc. leading to a positive relationship with the group.

A professional said, “The last year has largely been a trial to explore how 2 independent care providers can work together. We hope to build on the successes we have had and look at more ways to mutually support and benefit people in our communities.” Another professional told us, “We have enjoyed a positive professional relationship with [registered manager name] and the Wildflower team for approximately 2 years, (with them) showing a genuine commitment to the community.”

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 kept themselves up to date with ongoing developments and trends through local and national networks. This includedattending regular conferences and webinars organised by the Homecare association and the Surrey care association as well as checking for CQC provider updates.

The registered manager was looking at ways in which to develop and grow the service. This included wishing to make systems more digital, exploring voice activated care plans and upskilling staff. They told us, “We’d like to take on a bit more clinical stuff. [Field supervisor name] would be really good at this. We would also like to do more train the trainer modules to develop the staff.”

Staff felt the registered manager was driving the service in the right direction. One staff member told us, “[Registered manager name] is always sending through tips and ideas to help us. She’s very open to any professional development courses and gets us on there.”