My Homecare Yorkshire

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 registered manager described treating everyone “as a family member” and fostering kindness within the team.
People and relatives consistently praised the service, describing it as well run, trustworthy and dependable. A person said, “We trust them totally.” Staff confirmed the management team promoted openness and mutual support.

There were regular staff meetings where relevant aspects about people’s care and management of the service were discussed. This helped promote a shared direction and positive culture.

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.

Feedback received from people, relatives and staff was consistently positive about the management team and registered manager. They were described as effective and responsive. People and relatives consistently described the care manager as highly effective, the service as well managed, and carers as going “above and beyond,” with no significant concerns raised.

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

Staff told us they would report concerns and felt confident the management team would act. There was a whistleblowing policy in place which staff were aware of.
Relatives also said the manager responded quickly to issues and resolved them effectively.

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.

The provider showed a strong commitment to being an inclusive service. This was reflected in the service’s initiative to recruit staff and support internships for applicants who had protected characteristics under the Equality Act and, in the service, making the reasonable adjustments to ensure all staff were supported to succeed in their jobs.

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.

There were various quality assurance systems and checks in place. These included audits on care notes, care plans and medication. These had been mostly effective, however we found examples where issues with records had not been identified before our inspection. The provider responded to our feedback and told us how they would improve their audits.

The provider sought and acted upon feedback from people, relatives and staff in the management and improvement of the service.

The provider understood their obligations for submitting informationto CQC, as required by law, about certain types of incidents that that had occurred when providing the service.

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.

Health and social care professionals were regularly involved with people's care.

The provider worked collaboratively with other community partners. The service hosted community groups, training events and supported internships, demonstrating meaningful local engagement.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The registered manager had established strong links with the community. The service had recently been working closely with the local infection and prevention team as part of a pilot, demonstrating a commitment to ongoing improvement and partnership working.