1 Homecare

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 strove to make continual improvements and were committed to providing career focussed employment to staff so they could progress in their chosen area of work. Staff were involved in making decisions about how to run and improve the service. We spoke to a high number of staff who all said they really enjoyed their jobs and there was a positive culture at the service. Staff felt supported by their managers, 1 member said, “My manager is approachable and available all the time when I need support or advice.”

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 said they saw managers regularly and at times managers covered shifts. This meant leaders were aware of any issues affecting people and staff and could resolve them quickly. A member of staff told us, “I have the best manager in the world, she is positive and always looks for ways to ease our problems. She makes training fun and realistic scenarios are talked about. If we don’t understand certain words she will explain in different ways.” And, “My manager shows me respect and appreciates my hard work. She is caring and will help you if she can.” The registered manager was aware of their responsibilities regarding the duty of candour.

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

There was a whistleblowing policy, and staff were able to raise any concerns or worries they had. A member of staff said, “My manager praises our hard work and gives us the freedom of speech; she always listens without any judgement. I value having this in my role.”

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.

There were appropriate policies regarding equality and diversity and staff completed relevant training. Staff did not raise any concerns about the way they or their colleagues were treated.

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.

Leaders had a good awareness of risk and had processes in place to assess, manage and mitigate risks. There were different ways that managers assessed the quality of support provided, including a regular schedule of audits which looked at different aspects of care such as care plan and medicines audits.

Managers monitored performance and had a robust system which looked at the arrival time of staff to their care calls, and that staff stayed at their call for the required amount of time. Managers conducted ‘spot checks’ at people’s homes, and considered whether staff were competent during their tasks, and adhered to the provider's policies. It also gave people the opportunity to raise any concerns they had. The registered manager submitted statutory notifications to relevant organisations which is their legal responsibility to do so.

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 had links with different organisations and groups such as the local disability resource centre, charities for unpaid carers, cancer charities and faith groups. The provider encouraged people to participate in different events and days to celebrate local heritage and achievements. The company had links with the fire service and raised awareness about fire safety in the home. The provider participated in raising funds for local hospices and food banks.

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 were encouraged to share ideas around improvement or innovation and there were regular events to support this. Leaders attended conferences and forums to make sure they kept up to date with good practice and changes to guidance. The registered manager signed up to the registered manager forum, which gave opportunities to share ideas and ways to improve the service.