Hope Homecare Services 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 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. The provider had demonstrated a positive, compassionate, listening culture that promoted trust and understanding between them and people using the service. The culture was focused on facilitating mutual trust between leaders and staff as well as learning and improvement. Leaders continued to have discussion with staff through meetings, supervisions and day to day observations where they ensured staff understood the values and direction the provider set out. Staff and managers gave positive feedback about this initiative.

A staff member shared, “The management team has been exceptional, there is an openness and dedication that moves from the management to the staff of the company and that dedication shows in the quality of care delivered to the people we support.”

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. A staff member said, “The provider does a great job promoting person centered care and ensuring service users are treated with dignity and respect. Training opportunities and supervisions are offered on regular basis which helps me to feel more confident in my role. Management is generally approachable and supportive when concerns are raised and there is a strong focus on safeguarding and compliance.”

A relative said, “We have recommended the provider to other families, we have no concerns with the staff and dealing with managers. We have a really good relationship.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People and staff were regularly asked for feedback, which was used to shape the service. The provider encouraged relative to have their voice and to share their views about how to make change either within the service or to enrich the lives of individuals. One relative said, “I have a good relationship with manager and speak on regular basis, communication is great. We have had to raise a couple of things with staff safeguarding, they have always been prompt and they have always followed through, updated us, and avoid it happening again, communication and complaints are dealt with and are real quality.”

The staff understood what to do if they needed to speak to someone about their concerns. The provider had a whistle blowing procedure in place. A staff member said, “The team prioritises feedback and I think that is very great. Care is dynamic and everyone's care preferences differ so being open to constant feedback from the clients, clients' family and staff is one of the best things a provider can do, it has helped the team improve greatly and has made work satisfaction greater for me as I feel heard and understood in my workplace.”

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 felt valued in their roles. The leadership team took a proactive approach to supporting staff. They ensured staff were able to work safely and considered each person’s whole self, including their wellbeing, when making decisions. Leaders demonstrated a shared commitment to delivering person‑centred care.

The provider had clear responsibilities, roles, and systems of accountability in place to support good governance. These systems were used effectively to manage and deliver good quality, sustainable care and support. Leaders acted on the best available information relating to risk, performance, and outcomes, and shared this appropriately and securely when required. Governance processes identified where improvements were needed, supported by live systems that enabled real time oversight and timely responses. The management team completed regular audits, spot checks, and competency assessments, with clear actions arising from these and evidence that they had been followed through. Lessons learned were captured and shared with staff to support ongoing improvement.

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.

The provider has established strong links with the local community and partner agencies. Professionals shared that the management team were responsive.

The provider promoted a culture of continuous learning and improvement. Systems were in place to identify lessons learnt, and these were used proactively to strengthen practice. Relatives told us that when they raised concerns, the service responded promptly, made changes, and improved the support people received. The provider encouraged innovation and supported staff to explore creative ways of improving people’s experiences, outcomes and quality of life. The management team reviewed incidents, feedback and audits to identify themes, and shared learning with staff to support safe and effective practice. They remained committed to ongoing development across the organisation and within the wider local system.