Coastal Homecare (Hove) 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. 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 79 (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 management team had formed a culture which was based on honesty, learning and continued development. Staff told us they felt listened to and the leaders at the service were visible and open. They spoke of being able to raise concerns without repercussions. One staff member said, “It’s that old cliché, we are a family, but seriously we all support each other and the office team are great.”

The provider’s ethos and values were evident throughout the inspection, including through training, induction and displayed around the office. People told us that they felt comfortable with staff in their homes, and they worked to form trusting and respectful bonds, which promoted good and open relationships.

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.

Staff all spoke positively about the leadership of the service and felt the managers were caring. Staff told us they felt listened to. Staff members said, “There’s always someone to lend a hand or give advice when needed”; “The team here are brilliant” and “[Registered manager] and [supervisors] are all so approachable, I feel very supported here.”

Staff were able to express any concerns they had and spoke of confidence in these being addressed. People also told us that communication with the management team was good and consistent, one said, “The [registered] manager does call me and asks me how's it going regularly, yes.”

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

Staff told us they felt supported, safe, and were actively encouraged to raise concerns or share feedback. One staff member said, “There is always someone at the end of the phone. They also pop out and see us regularly too.” Another said, “We are regularly given the chance to feedback. I feel listened to, yes.”

Feedback from staff consistently reflected an open and transparent leadership culture. There was a whistleblowing policy in place, which was displayed in the office. Both the registered manager and office staff were described as approachable and had created an environment where learning and improvement were encouraged.

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 described a commitment to inclusion and equality. These values were embedded in day-to-day practice and informed how staff were supported, managed, and treated. Staff told us they felt fairly treated and would be confident in challenging any discriminatory behaviour should this be witnessed.

There was a strong commitment to equality, dignity, and respect. People were given choice about who provided their care, staff were involved where necessary in discussing this.

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.

A robust schedule of quality assurance checks was in place. This included regular auditing of care plans, medicines, call times and daily notes. Any findings from these were analysed to identify any patterns and formulate any learning and development needs across the service. Staff told us ’spot checks’ were regularly carried out to keep standards high and address any issues quickly.

The electronic system in place enabled consistent oversight for managers and allowed information to be shared readily and securely. The registered manager acted on any concerns raised efficiently and worked alongside other agencies to report matters appropriately. Business continuity had been considered, and there was a plan in place to minimise any service disruption, for example, if there were big events restricting travel across the city.

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 contacted health and social care professionals when people’s needs changed, or they needed support. Appropriate referrals were made to health and social care professionals to ensure the best outcomes for people. Professionals told us the service worked well with them, and communication was good. One professional said, “Whenever I have rung the office to discuss particular people, the care managers have a good knowledge of patients and their needs. Patients seem happy with their carers and particular carers have formed good working relationships with their regular patients.”

Management had also been creative in forming relationships with services such as the Job Centre to improve recruitment and retain staff. The service had also run a number of fundraising events that people and staff could get involved with to raise money for local charities.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 worked alongside the Group Learning and Development Manager, who demonstrated a clear and passionate commitment to achieving equality of experience and outcomes for people using the service. This vision was strengthened through a range of innovative initiatives, including the development of the Sussex Training Academy, participation in a care cluster with other small providers, use of a “care swap shop,” and investment in specialist equipment. These approaches collectively had a significant and sustained positive impact on the quality and consistency of care delivery.

The Sussex Training Academy supported staff to continually develop their skills, knowledge, and confidence, ensuring they were well equipped to meet people’s diverse needs. Alongside this, the service worked collaboratively within a care cluster of local providers, creating opportunities to share learning, problem solve, and openly discuss challenges. This partnership approach strengthened practice across services and ensured people benefited from up to date, well-informed care.

Innovative workforce approaches, such as the ‘care swap shop’, enabled the service to utilise staff skills to meet people’s individual needs more effectively. The learning gathered through this process ensured people were supported by staff best suited to them, resulting in more meaningful interactions and improved outcomes. Investment in specialist equipment further enhanced care delivery, enabling people to be supported more safely, comfortably, and with greater independence. For example, one person had been supported to return home from a residential in line with their wishes.

These initiatives demonstrated the significant and sustained impact staff had on learning and improving care which in turn improved people’s quality of life. The service also maintained strong partnership working with health and social care professionals. Staff actively engaged with training, shared learning opportunities, and best practice guidance, ensuring care remained reflective of current standards and improvements were consistently driven forward. This collective and forward-thinking approach enhanced outcomes for people and supported them to live meaningful and fulfilling lives. This work was recognised in the winning of the ‘East Sussex Care Award 2025’ for aspiring talent through learning and development.