Faith Home Care 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 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.

A positive culture had been established that was person‑centred, transparent, inclusive and empowering. The registered manager told us she prioritised building strong relationships with people and delivering person‑centred, therapeutic care. Staff spoke very positively about the culture of the service, describing the provider as approachable and supportive.

Staff demonstrated a good understanding of the service’s shared values and explained how they prioritised safe, person‑centred care that supported good outcomes for people.

The provider had inclusive leaders at all levels who understood the challenges of delivering care across multiple locations and supporting lone workers. Leaders had the skills, knowledge, experience and credibility to lead effectively, and they did so with integrity, openness and honesty.

The registered manager and office team were knowledgeable about the issues and priorities affecting the quality of the service and had access to appropriate support and development in their roles. Feedback from people, their relatives and staff indicated that leaders were compassionate and inclusive. One person told us, “The office staff are very good and know who I am. For me, the company do a good job, and I would struggle without their support. All the family are happy with the care we receive; we have a good working relationship with the company.”

The provider fostered a positive culture where people felt able to speak up and confident that their voice would be heard.

A whistleblowing policy was in place and introduced to all staff during induction, and it was also included in the staff handbook. The registered manager told us she regularly reminded staff about the policy and emphasised that they could raise concerns externally with the local authority or CQC if they did not feel comfortable reporting issues internally. Staff we spoke with said they felt confident raising concerns and were assured they would be listened to.

The provider valued diversity within the workforce and worked towards creating an inclusive and fair culture by promoting equality and equity for all staff.

The service demonstrated a strong commitment to equality, diversity and inclusion, helping ensure staff felt valued, respected and supported. Staff told us they felt well supported and treated fairly and equally. Systems were in place to ensure staff worked in line with their contracts and held the appropriate ‘right to work’ documentation.

One person told us they had raised concerns about only receiving their rota 1 week in advance, which made it difficult to manage family commitments. The provider listened and acted on this feedback, and rotas are now issued one month in advance.

The provider had clear responsibilities, defined roles and effective systems of accountability and governance. These supported the delivery of good‑quality, sustainable care, treatment and support. Leaders acted on reliable information about risk, performance and outcomes, and shared this securely with others when appropriate.

There were established systems for oversight and quality monitoring, supported by a range of quality assurance processes. Audits were completed on care notes, care plans and medicines management. The registered manager also carried out a monthly ‘Quality Walk’, which gave them oversight of any concerns identified through auditing, ensured appropriate actions had been taken, and confirmed that lessons learned had been embedded.

There was evidence of a positive culture, a commitment to improvement and clear plans for the future development of the service. Business continuity arrangements were in place to ensure care could continue safely in the event of an emergency or natural disaster, such as adverse weather. The provider ensured sufficient resources and contingency planning to maintain smooth care delivery.

The manager had good understanding of CQC requirements, including the duty to notify CQC and where appropriate, the local safeguarding team of incidents such as potential safeguarding concerns, service disruption or serious injury.

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.

Management and staff worked well with relatives, health professionals and community partners involved in people’s care. As people’s needs changed, information was shared promptly and appropriately, helping to ensure care remained coordinated and person-centred.

People benefitted from a service that communicated effectively with others and helped them remain supported in their own homes.

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.

Staff were supported to develop their skills and knowledge so they could provide effective, person-centred care. Team meetings provided opportunities for information sharing and group learning. Staff told us they had regular supervisions which they found helpful, and 1person told us the office contact you quickly if there are any concerns to be addressed, likewise if they have positive feedback and compliments to share.

The provider demonstrated openness to learning and a commitment to making improvements where needed. The provider welcomed the CQC assessment and where issues were identified during the process they demonstrated a willingness to adapt and make improvements to support better outcomes for people.