Hillingdon

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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

There was a positive and person-centred culture. Managers and staff demonstrated a commitment to the organisation’s values and to providing good quality care. Staff told us they felt happy working for the service. They explained the organisation treated people and staff well. Comments from staff included, “I feel proud to be part of the team and this is a good place to work”, “I feel it is a blessing to work with my clients” and “I genuinely enjoy working here.”

People using the service and their relatives told us they received good support. They felt the management team were accessible and transparent. Comments from people and relatives included, “We really appreciate the care and are very happy” and “The best thing about the service is having the same regular care workers who have a lovely demeanour.”

The provider’s own quality monitoring showed that people were consistently happy with the service.

There were capable, compassionate and inclusive leaders. The registered manager was supported by a team of senior staff and managers. They worked together well. Managers completed training to help understand their role. Managers also provided training and guidance to other staff.

People using the service, relatives and staff found the registered manager approachable and supportive. They told us they had regular contact with them and other managers. A relative explained, “The management team always listen carefully.”

A staff member commented, “I feel supported and respected by managers.”

There were systems to enable staff and others to speak up when they felt something was wrong. Staff told us they knew what to do if they had concerns. They explained they felt confident speaking up. The registered manager was open, honest and transparent. When something went wrong, the registered manager apologised to people and explained the actions they were taking to prevent this happening again.

There were policies and procedures to support workforce equality, diversity and inclusion. Staff told us their individual needs and diversity needs were respected. The registered manager supported staff with flexible working arrangements. Comments from staff included, “When I need help at work or personally, the company is flexible”, “If I need to request time off, I can call the office” and “The service is respectful and supportive of staff needs and cultural differences.”

There were effective systems for monitoring and improving the quality of the service. The provider carried out audits of the service. These included checking records and asking stakeholders for feedback. Managers investigated complaints, accidents, and incidents. They learnt from these to improve the service. Records were clear, up to date, accurate and well-organised.

The provider worked in partnership with other professionals. They alerted health and social care professionals to concerns about people’s wellbeing. People had access to the services they needed. Staff also advocated for people when liaising with external professionals.

Managers had regular meetings with the local authority who commissioned most of the care being provided. They carried out self-audits and reported to the local authority about key performance indicators.

The provider supported some people who accessed day centres and those who lived in care homes. They worked closely with the staff in these places to ensure people had well-coordinated care.

There was a culture of learning, improvement and innovation. Staff undertook a range of training. They regularly met with managers. Staff had guidance about best practice and opportunities to learn when things went wrong.

The provider acted on feedback from people using the service and other stakeholders. They made improvements when people requested changes.