MiHomecare - Finchley

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.

Leaders demonstrated a clear and well communicated vision focused on providing high quality, safe and compassionate care. The involvement of the directors, as well as a strong management structure, positively impacted the service. Their decision to deliver all training face to face showed a strong commitment to effective learning and maintaining high standards of practice throughout. This approach helped staff develop the confidence, competence and practical skills required to deliver good quality care.

The provider demonstrated strong partnership working with health and social care professionals Staff and leaders used external learning resources to stay informed about changes to the care sector and best practice. They also shared learning with other organisations, helping people access a wide range of community support.

The provider had developed a positive culture where learning and improvement were encouraged. Incidents were reviewed and used as opportunities to reflect and make improvements, ensuring staff continued to deliver safe and consistent care. People and relatives were involved in discussions about concerns, accidents and incidents, and contributed to planning actions to help prevent future occurrences. Feedback from people and families highlighted that the provider was open, honest and willing to share learning, which helped individuals feel informed and more in control of their safety.

Overall, the service showed a well led and collaborative approach, with clear leadership direction, an inclusive culture that included the engagement, involvement and wellbeing of staff and a strong commitment to ongoing improvements.

The provider had 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 always did so with integrity, openness and honesty.

Staff reported feeling valued, supported, and treated fairly by the managers. They described the registered manager as both visible and readily approachable. The registered manager explained that they operated an open-door policy, encouraging staff whenever they needed guidance or support. Comments from staff included “The management respect you and are always concerned about the workers” and “it’s a lovely job; the managers are all great I never feel abandoned.”

To recognise and celebrate staff achievements, the provider operated various employee appreciation schemes. One staff shared, “Our hard work does not go unnoticed as we have regular recognition awards”.

Overall, the provider demonstrated capable, compassionate and inclusive leadership, creating a positive culture where staff felt supported, people felt listened to, and the provider continually worked to deliver good quality care.

Staff spoke very positively about both the registered manager, and other leaders, describing them as approachable, communicative and genuinely committed to staff welfare. This helped embed a culture where people felt safe to speak up, raise concerns and contribute openly to improvements

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.

Leaders implemented a range of wellbeing and recognition initiatives such as rewarding excellence in practice, which maintained morale and strengthened trust. Staff told us these measures strengthened trust and made them feel appreciated.

Overall, the provider displayed leadership in equality, diversity and inclusion, creating a workplace where staff from all backgrounds felt respected, supported and empowered to deliver high quality care.

Staff told us they felt their individual needs wererespected and supported. Staff told us they were treated fairly and had no concerns about how they were supported or managed. The provider made reasonable adjustments whererequiredand worked to ensure staff were treated fairly.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care,treatment-and support. They always acted on the best information about risk,performance and outcomes, and shared this securely with others when appropriate.The provider had effective systems and processes to monitor the quality and safety of the service. These helped ensure risks were identified,reviewed and mitigated, enabling people to remain safely in their own homes while receiving good quality care. Governance arrangements were embedded and operated consistently. Audits and quality checks were completed in line with the provider’s procedures, including reviewing care plans and risk assessments when people’s needs changed.

The provider operated a programme of scheduled and responsive audits covering areas such as care documentation, medicines management and health and safety, supplemented by observations, spot checks and supervision to support best practice and continuous improvement. Where concerns were identified additional audits and targeted staff coaching were undertaken.

There was a clear management structure in place. Staff understood their roles,responsibilities and lines of accountability. Management maintained effective oversight of the day‑to‑day running of the service, ensuring safe,person‑centred and well coordinated care.

The provider worked collaboratively with external professionals, ensuring coordinated, joined‑up care. Documents showed clear communication with multidisciplinary teams and evidence that needs were reassessed and shared when people moved between services. This supported continuity and helped ensure people received coordinated, safe care across services.

A health care professional told us “The provider engages consistently with commissioners, ASC neighbourhood teams, and health and community partners. There has been a clear improvement in partnership working, particularly under current leadership, supporting a more joined-up approach to care delivery.”

The provider worked with other healthcare professionals and shared information when required to help ensure outcomes were positive for people using the service. The service worked in partnership with the local authority and a community organisation to support community-based wellbeing initiatives.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation. They promoted creative approaches to ensuring equality of experience, outcomes and quality of life, and actively contributed to safe practice and sector-wide learning.

The provider also trained staff to become Practice Partners to coach and mentor new care staff and provided high level training in Advanced Diabetes Management, the use of Nebulisers and Advanced Respiratory and Ventilation Management.

Robust oversight systems were in place, with regular health and safety audits reviewed promptly and translated into clear action plans. This supported ongoing improvements and embedded a culture where quality and safety were continuously strengthened. Leaders shared ‘lessons learned’ updates with staff, who reported that this improved communication and helped them feel more engaged and included.

A streamlined digital system enabled people, relatives and staff to access real‑time information, improving communication, transparency and responsiveness. This ensured everyone involved in a person’s care remained well informed.

Leaders and staff actively sought out learning opportunities, regularly attending webinars and sector‑learning events to strengthen person‑centred practice. Insights from these sessions were shared across the team and used to inform future practice.

Continuous improvement was embedded in daily operations. Leaders valued face‑to‑face training to improve knowledge retention, practical skills and staff confidence.
Regular feedback from clients, staff and managers was used to adapt systems and respond quickly to emerging needs. Learning from incidents was consistently incorporated into practice, strengthening systems and supporting a culture of reflection and improvement.