Optima Homecare Group 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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment this key question was rated good. During this assessment this 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 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 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 described a culture of kindness, respect, and person-centred support. Feedback from people and relatives was consistently positive.

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 spoke positively about the registered manager and other leaders, describing them as approachable and responsive. Relatives also praised the leadership, saying the service was well run and safe.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistleblowing policy that complied with national guidance and protected staff from victimisation. Staff told us they felt supported and were encouraged to report poor practice or unsafe care.

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. Staff came from diverse backgrounds and told us they felt respected and valued.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate. Governance systems were in place but limited due to the small size of the provider. Spot checks and care plan audits were carried out, but there were no formal governance audits beyond this. The provider acknowledged that governance would need to develop if the service grew. There had been no CQC notifications or safeguarding incidents, which may reflect the small number of people supported.

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 described strong relationships with relatives and regular communication to ensure care was responsive. Staff also worked with district nurses and other professionals to monitor health conditions and support people’s wellbeing.

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 shared examples of how care had been adapted based on individual journeys. Staff described how they used feedback and observations to improve care delivery.