Private Home Care UK Limited (Leicester)

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 inspection we rated this key question good. At this inspection 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.

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 and management team had clear strategies and goals to enable the service to meet the needs of people within their community. These goals focused on the delivery of person-centred care, with consideration to the promotion of staff well-being and professional development. Staff worked within their local community, and understood the services within their local area, this knowledge facilitated and supported staff in meeting the diverse and cultural needs of people. Policies and procedures were in place which reflected current best practice and guidance, along with workforce equality and diversity.

Collaboration between the provider, registered manager, staff, people using the service and family members achieved good outcomes for people. Staff spoke of good communication, which included regular team meetings which supported them in the delivery of good quality care. A member of staff told us, “Team meetings are useful as we get updates, changes in care and share good practice which reduces risks.”

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.

People and family members spoke positively of the registered manager and management team. A family member said when speaking of the registered manager. “He seems a nice chap and is helpful.” Another family member said. “I met him to see what they could provide. They are like a family to me and are experienced. We always communicate with the office and have good communication.”

The provider and management team were experienced, knowledgeable and supportive of the delivery of high-quality care and modelled inclusive behaviours in their day to interactions. The registered manager was knowledgeable about issues and priorities that were required to deliver good quality care.

The registered manager informed us an induction programme was completed by the management team, supported by ongoing leadership training, quality assurance and vocational qualifications in leadership and management in health and social care.

Policies and procedures outlined the provider’s commitment to quality of care and culture of the organisation. There was ongoing monitoring of the service by the registered manager, focusing on culture and quality. This was facilitated by systems and processes which sought feedback from people, their families and staff, and through the provision of ongoing support for staff via supervision, meetings and opportunities to learn and develop.

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

The provider had a whistle-blower policy, which staff could use to share information of concern. Team meetings were used to highlight staff’s responsibility in speaking up. A member of staff told us, “Team meetings are useful to talk about problems.”

The registered manager operated an open-door policy and encouraged staff to speak with them in confidence. Staff were also made aware of external organisations who they could approach to share concerns.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The provider and registered manager celebrated the diversity of the workforce recognising the value and importance a diverse staff team had on achieving positive outcomes for people using the service and their families. Cultural diversity underpinned all aspects of service delivery as referenced throughout this report. In additional to diversity, other protected characteristics were afforded equal importance as defined by the Equality Act, which was referenced across the provider’s policies and procedures.

Staff were supported by flexible working arrangements. Arrangements considered a wide range of staff circumstances, including religious and cultural needs, care commitments, pregnancy and maternity, and health related matters. Mechanisms were in place to enable staff to provide feedback, which included questionnaires, supervisions and meetings. The outcome of the most recent staff questionnaires evidenced a high level of satisfaction, with staff acknowledging positive teamwork and a supportive management team.

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.

The provider’s systems and processes to monitor the quality and effectiveness of the service continued to ensure risks were identified and mitigated, enabling and empowering people to remain in their own homes and receive good quality and safe care.

The registered manager and management team were knowledgeable as to their regulatory responsibilities and monitored the quality and safety of the service. This was achieved through a monthly schedule of audits which reviewed and audited people’s care records, including care plans, medicine records and assessments. Staff records were also audited, focusing on supervision, appraisal, training and spot checks.

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 registered manager spoke of the local community and the importance of social inclusion. The knowledge of staff of the local community in which they lived and worked, enabled the service to access a range of meaningful, cultural and community-based venues and activities. For example, staff supported some people to attend lunch clubs, tiffin services (providing culturally diverse meals and takeaways), coffee mornings and activity groups, which included accessing local temples and mosques.

The registered manager informed us the management team and staff worked collaboratively with partner agencies, such as external healthcare and social care professionals. This approach enabled the staff team to learn from wider expertise and ensure co-ordinated support for people.

The provider focused on continuous learning and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

People and family members were positive in their feedback about the service, and told us they had, and would continue to recommend the service. A person told us, “I’d recommend them as they give me the service I need and understand my problems.” A family member told us, “I have recommended them to others as they are very good with the care that they provide, including support with mental health. I haven’t found any fault with them.”

All parties’ views were regularly sought to drive improvement, and staff were supported to gain experience through training and opportunities to widen their knowledge. Staff were encouraged to undertake vocational qualifications in care. External stakeholder views were sought through questionnaires. The provider’s analysis evidenced a high standard of performance across key areas, which included communication and responsiveness, staff competence and training, and collaboration and partnership.

The registered manager shared ideas for future improvement, which included investment in an electronic care planning system and digital MAR (medicine administration record) charts. The Investors in People accreditation was also being explored which would focus on the further development and support for staff.

External stakeholders informed us the registered manager regularly attended the home care forums and quality cafés, as part of the provider’s commitment to monitoring, development and learning.