Ethical Homecare Solutions

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 service was led by a strong and effective management team with a clear commitment to delivering person‑centred care. The registered manager maintained a clear focus on ensuring people received high‑quality care and support tailored to their individual needs.

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 demonstrated the skills, knowledge, experience and credibility required to lead the service effectively. They carried out their roles with integrity, openness and honesty. Staff consistently described the management team as supportive, approachable and understanding. Leadership was praised highly. People told us they felt informed about any changes and trust that the service listens. One outside professional told us, “I get asked all the time if I know of any good responsible care companies in the area and I have no hesitation in recommending ethical home care.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Everyone we spoke with told us they were able to speak up and felt listened to. The registered manager gave examples of how they had applied this. One example of promoting fairness and transparency was demonstrated through the handling of a grievance. Where there were concerns that an internally managed process may not feel fully impartial, alternative arrangements were put in place to ensure confidence in the process. Independent Human Resource support was sourced so that the grievance could be managed in a way that was perceived as fair, objective and robust. This approach demonstrated a commitment to fairness and transparency, recognising that confidence in the process was essential to promoting an open and supportive culture.

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 had completed Equality, Diversity and Inclusion training, and the provider had robust equality and diversity policies and procedures in place to promote inclusive practice and effectively identify and address discrimination.

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.

Relevant information was shared securely with others where appropriate to support safe and effective care delivery.

The provider had effective quality assurance systems in place to monitor key areas of the service and support continuous improvement. These systems were used to identify learning, address risks and drive enhancements in practice.

The management team had a clear understanding of their roles and responsibilities and provided effective oversight of the service. They implemented robust monitoring arrangements, including regular observational visits, to assess staff practice, support performance and ensure people consistently received safe, high‑quality care and support.

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 service worked effectively in partnership with external professionals to support positive experiences and outcomes for people. Feedback received from health and social care professionals was consistently positive, reflecting confidence in the quality of care provided. Evidence within people’s care plans demonstrated regular and meaningful involvement from external professionals, which contributed to improved support and enhanced quality of life.

Relatives told us they worked in partnership with the registered manager. A relative told us, "Over the years [name] has had many carers and Ethical Homecare are the best. Without them [name] would not manage. I feel very lucky to have them."

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.

The provider demonstrated a strong commitment to learning, improvement and innovation through active engagement with professional networks, sector activity and wider leadership development. The service accessed external networks and forums to remain up to date with changes in legislation, best practice, leadership approaches and sector challenges, and this learning was used to inform service development and improvement.

The provider and service had received external recognition for leadership, quality and contribution to social care, which reflected a culture of continuous improvement, reflective practice and innovation. While not all recognition related directly to regulatory accreditation, it demonstrated strong leadership, positive outcomes, high levels of satisfaction and a good reputation within the sector.

Leaders were also involved in wider learning and development opportunities beyond the immediate service, including equality‑focused and workforce‑related initiatives.