Metro Homecare Limited

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 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 service had a shared vision, strategy and culture. The registered manager showed a focused approach in ensuring people received good quality care.

Staff commented on the positive and inclusive attitude of managers and office leaders and the shared direction of the provider. One staff member said, “Management is very good. We are nice, committed team. We communicate with each other.”

Leaders ensure any risks to delivering the strategy, including relevant local factors, are understood and have an action plan to address them. The provider had a detailed business continuity plan in place that looked to mitigate events that may disrupt the effective running of the service.

The provider had inclusive leaders at all levels who understood the context in which they delivered care and support and embodied the culture and values of their workforce and organisation.

The registered manager was knowledgeable about issues and priorities for the quality of services. The services office team were organised and knowledge about their roles and responsibilities.

People did not have much communication or interaction with the registered manager but spoke positively about the day-to-day communication with office staff and those senior staff who visited them.

Staff spoke positively about their leaders and supervisors. One carer said, “We get good support from our team and office members. Whenever we need help, they are always there to assist us.” Another carer said, “Management are caring, supportive, and approachable. They make sure staff feel valued.”

The leadership team encouraged an open service and office where staff could raise any issues about care and their roles.

Staff told us they were able to raise any concerns, and they were confident that actions would be taken. One staff member said, “It’s very easy to communicate with management they help with any issues and provide guidance.” Another staff member said, “I feel well supported by the Registered Manager and the office team. They are approachable, helpful, and always available to answer questions or resolve issues.”

The provider had a policy guiding staff on raising concerns, detailing pathways to speak up freely and for whistleblowing. This provided assurances for staff on the protection and support they will receive should they need to raise concerns.

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

The provider had a diverse workforce and ensured all staff were included and heard. Staff spoke positively about the providers support in this area. One staff member said, “Everyone is treated equally in every task and treated well.”

Leaders make reasonable adjustments to support staff to carry out their roles well. Staff spoke positively about the consideration of leaders to their personal circumstances and willingness to make adjustments to support them. For example, staff observing religious commitments were provided with flexible working and reduced workloads to support them.

Quality Assurance systems and processes were in place and mostly effective. However, issues found as part of this assessment had not been identified, or acted upon when known, by the provider.

The provider had processes in place to review care plans and documentation, although these reviews and checks had not always identified or updated information relating to people’s care. Spot checks and quarterly telephone quality questionnaires had been completed, although feedback from people we spoke to indicated that they had informed the provider of late calls and staff approach but not been actioned. We fed this back to the provider.

The Registered Manager understood their regulatory responsibilities. A review of statutory notifications completed prior to on-site assessment confirmed that they complied with the process for reporting concerns to local authorities and notifying the CQC. Management ensured that they, and care staff, understood their responsibilities relating to people's information, records and confidentiality. As part of their induction and care certificate training, all staff had completed General Data Protection Regulation (GDPR) training. Secure electronic systems were used so that staff could access information they needed to support people effectively.

The provider understood their duty to collaborate and work in partnership.

Staff and leaders worked with partners and professionals in care, and shared information to ensure effective joined up working. Appropriate referrals for specialist and health support had been made where relevant and needed. Records showed that there was partnership working with professionals such as GPs for example.

The provider’s systems supported effective learning and improvement. The registered manager and senior office team appeared motivated and dedicated to their roles.

Processes were in place to ensure learning when things go wrong. Systems were in place for staff to report and record any accidents and incidents, while appropriate actions had been taken for each event. Staff told us that management were responsive.