Forget Me Not Home Care Ltd

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 outstanding. At this assessment the rating has remained outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 93 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The provider demonstrated exceptional, inclusive leadership at all levels. Leaders understood the context of the service, the needs of the people they supported and the values of the workforce. They led with integrity, honesty and openness, and consistently modelled the compassionate culture that ran throughout the service.

Leaders demonstrated a thorough understanding of the service and the people they supported. Decisions were informed, person‑centred and aligned with organisational values. This resulted in a highly positive culture where people experienced excellent quality of care, and staff felt empowered, trusted and motivated. Leadership within the service was outstanding, capable, compassionate and genuinely inclusive, driving consistently positive experiences and outcomes for both people and staff.

People, their relatives, staff and professionals consistently gave excellent feedback about the registered manager and the staff teams approachability, responsiveness and commitment to high‑quality care. One person said, “We feel so fortunate to have them as our care provider.” A relative told us, “The [staff] and company as a whole respond to every need of my [family members] showing excellent commitment and responsiveness across the board.”

The leadership style was compassionate, inclusive and deeply person‑centred. The positive impact of this leadership approach was evident in the way staff worked, with kindness, empathy and a strong sense of shared purpose. A relative told us, “The [registered] manager and management. Oh gosh. The [registered manager] thinks of everything. I get on well with them. This company is exceptional.”

Staff consistently described feeling supported and listened to, which contributed to a motivated and confident workforce. One staff member said, “I think [management] do the whole thing very well and they care for their staff as well as the [people]. When I needed to change the way I worked, they were really flexible nothing was too much of a problem. It was amazing really. It is the way they alter things at short notice to suit [people], which is really good, they work it both ways for [people and staff] for the system to work and to support appointments or if people have a relative visiting.”

The provider created a remarkable culture where people, relatives and staff felt safe and confident to speak up. Leaders actively encouraged openness, honesty and constructive challenge, ensuring every voice was heard and taken seriously. Staff told us they could raise concerns or ideas without fear of negative consequences, and feedback was always welcomed. This created an environment of trust, continually improved care and staff experience.

The registered manager promoted a highly transparent culture where issues were addressed promptly and fairly. Whistleblowing processes were well understood and accessible, which reinforced trust, safety and accountability across the service.

The provider encouraged regular surveys from people, relatives, staff and professionals to support continuous improvement. Comments from people were consistently 100% positive. Staff and professionals expressed confidence and appreciation. One staff member said, “I love working for Forget Me Not Home Care Ltd, grievances are dealt with quickly and fairly.” Another staff member told us, “The company cares for [people] as well as staff. Everything that is needed is supplied and more than we need, even down to [giving staff] umbrellas.”

Leaders understood the importance of peer support in a lone‑working environment. The provider held informal staff meetings without management present so staff could speak freely, share best practice and support each other. This contributed to strong teamwork, well-being and open communication. The provider told us, “We ensure the office is cleared and we put on lots of snacks and drinks for the staff team to spend as little or as long as they wish to share best practice between each other in a more informal way.”

The provider demonstrated good governance and assurance arrangements. Clear responsibilities, defined roles and strong systems of accountability ensured the service was consistently well‑managed and able to deliver high‑quality, safe and sustainable care. Leaders acted on the best available information about risk, performance and outcomes, and shared this securely and appropriately with others involved in people’s care. Their proactive, hands‑on approach ensured governance remained dynamic, responsive and closely aligned to people’s needs and organisational values.

Governance systems were well structured, providing strong oversight of quality and safety across the service. Regular audits identified improvements and emerging risks. While not all risks were always reflected in written care plans, they were thoroughly shared with staff through the [computer application], team communication systems and direct in‑person guidance and coaching. Records showed clear follow‑through of actions, which ensured risks were addressed promptly.

Documentation and assurance processes demonstrated a deep commitment to learning and continuous improvement. Leaders responded quickly to issues, embedding improvements and updating procedures where necessary. The registered manager responded quickly to the areas for development we identified in care plans and risk assessments and had begun to update these records following inspector feedback. The service maintained reliable compliance with regulatory requirements and best practice guidance, helping to ensure care remained safe, consistent and personalised.

People and professionals consistently praised the organisation, highlighting how well the service was run. One person told us, “The [registered] manager is so hands on and the company really well organised and led. I consider this company offers exceptional care on every level. The fortnightly rota system is very good, I always know who is coming and when and if there is any change, the office always let me know. I have absolutely no complaints or concerns and would recommend them. They are exceptional.”

Professional shared highly positive feedback, saying, “I found the team approachable and professional. We worked closely to plan a package of homecare. Their care notes and planning are comprehensive and person-centred. One particular member of staff goes above and beyond the stated tasks. I wouldn’t hesitate to recommend the company to other people.”

The provider showed a positive commitment to working in partnership with others and ensuring people experienced seamless, well‑coordinated care. Leaders and staff clearly understood their duty to collaborate, and they consistently worked alongside external professionals, community groups and partner services to improve experiences and outcomes for the people they supported.

The provider communicated regularly with relevant specialists, with people’s consent, and shared important updates to support effective decision‑making. Strong relationships across health and social care enabled the team to “self‑refer” for intermediate professional advice while waiting for full referrals, reducing delays and ensuring people received the right help at the right time. The provider demonstrated good partnership working and a commitment to community inclusion by advocating for people and ensuring multiagency working across GP’s OT’s, Physios, dieticians, falls prevention teams and community nursing services. They also networked with local care homes to encourage people to meet up and socialise regularly to reduce the risk of isolation. This improved safety, independence and well-being, and ensured the care people received was consistently well-coordinated and person‑centred.

Professionals spoke highly of the provider’s collaborative approach. One professional told us, “I have always been very impressed with the service provided to [people], the engagement they have had with me and they always have a person-centred approach and advocate for [people] very well. Obviously it is not in my role to professionally recommend private care providers to [people] but I can honestly say, Forget Me Not Home Care Ltd are a company I would highly recommend.”

People benefited from strong community links. Staff encouraged people to remain included in their communities and helped them access local groups, day services and resources. The provider developed partnerships with care homes to support people to attend day‑care services.

The provider demonstrated a very strong culture of continuous learning, improvement and innovation, which was clearly embedded across the whole organisation. Leaders and staff showed a strong commitment to developing new ideas, improving practice and ensuring people consistently benefited from the highest quality of care. Feedback from people, relatives and staff was actively sought and used to refine and enhance how the service operated.

People described staff as highly trained, effective and supported by strong systems for learning. One person told us, “[Staff] are well trained and experienced. New [staff] are also trained well and monitored by an experienced [staff member], introducing them personally and getting to know me before becoming a part of my [staff team]. I do have a regular [staff team] but all are equally excellent and effective.”

Innovation was a clear strength. The staff team had been shortlisted for and won a number of local and regional care awards, giving the team a morale boost and offering people the chance to celebrate alongside them.

Learning and improvement were embedded across the service, informing everything from training and communication to incident responses, service development and daily practice. This sustained focus on sharing knowledge and innovating care approaches resulted in consistently excellent experiences and outcomes, demonstrating truly outstanding leadership and culture. Staff confirmed reflective practice was routine and meaningful. A staff member told us, “[Management] learn about incidents, sometimes in a team and 1:1 and the training is exceptional, always some kind of training going on, every day is a learning curve.”

The provider stayed up to date with research and best practice by attending care shows twice a year, learning directly from experts through lectures and training sessions. Several staff attended the ‘stop pressure’ conference in 2025, using what they learned to strengthen the team’s approach to skin care. They developed their own leaflets to help people monitor fluid intake and output, enabling staff to provide better care between visits. Dignity information and checklists were given to people so they knew exactly what to expect and how their preferences could shape their day‑to‑day care.

The provider improved safety and preparedness by sharing weather alerts with staff and people through both paper and digital formats, and by creating a heatwave quiz to ensure staff understood correct procedures during extreme temperatures. Staff were trained to use the SBARD communication framework so they could give paramedics clear, structured information. SBARD helps ensure accurate information transfer by guiding staff through the Situation, Background, Assessment, Recommendations, and Decision, crucial when speaking with emergency services.

Communication tools were developed with innovation in mind. Flashcards were available for staff to support communication needs, and newsletters for people and staff evolved from a simple information leaflet into a detailed monthly publication. People were involved in the planning and proofreading of articles, promoting inclusion and co‑production.

The provider prioritised strong team connections, recognising the isolating nature of community care. They arranged team‑building activities such as escape rooms, crazy golf, pantomimes and meals out, helping staff build stronger relationships and maintain teamwork, which in turn enhanced the quality of care.