Alina Homecare Walton on Thames

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 how the service’s values were embedded by monitoring staff practice and recognising when staff demonstrated these values. The registered manager told us, “I want us to be like a big family.” The registered manager took a visible and hands-on approach, regularly supporting staff in the community and visiting people using the service. They often completed initial assessments wearing a care uniform and made informal visits to people to maintain relationships and encourage open communication.

Management promoted equality, diversity and inclusion within the workforce. Managers took account of staff’s cultural and religious beliefs when allocating work, including respecting requests from some female staff not to provide personal care to male clients for religious reasons. They also described how they welcomed new staff, celebrated cultural diversity and did not tolerate discrimination. Where people expressed preferences based on a staff member’s ethnicity, managers challenged these views appropriately while encouraging people to judge staff on the quality of the care they provided.

Staff told us they felt listened to and were encouraged to contribute to improvements. One staff member told us they had raised concerns about the wording of a person’s dementia care notes. The staff member said, “I realised one of the clients had dementia and the notes didn’t promote dignity which I highlighted to my supervisor, and this was listened to and then reflected in the care plan.”

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 we received consistently demonstrated that the registered manager was a capable leader who had created a service that made a positive impact on people’s lives. It was evident that they placed people at the heart of everything the service did and they were always thinking of different ways to ensure people received the best care possible. One staff member told us, “I would like to compliment [registered manager name], as she is very good and communicates well. She makes you feel welcome and is very kind. She never panics and will always help to fund a solution without placing blame.”

The registered manager felt supported by senior management and had access to a wider management network to share knowledge and seek advice. They told us, “I feel very supported. [Operations manager name] is my manager and we also have group teams where managers can interact with each other. I have the business support through [nominated individual name] and [deputy manager] will look after the business needs. I feel my managers are very reciprocating to my needs.”

Staff spoke highly about the registered manager and how well the service was managed. One staff member told us, “It’s well managed. There’s good communication and I will see any updates on the buddy app. [Registered manager name] always listens to you and will always respond to your concerns in a timely manner. I’m really happy and comfortable with my working arrangements. [Registered manager name] and the office team are very kind and will always ask if I’m ok and happy to do any tasks. If I’m not able to cover any shift, they will try their best to arrange cover. I will recommend them to anyone who’s looking to work in the care industry.”

People told us the service was managed well. One person told us, “I think this agency are particularly good. My needs are all met and I’m very happy with everything.” One relative told us, “The company is 100% well managed."

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

The registered manager described the importance of being approachable and maintaining regular contact with staff to help prevent a closed culture from developing. They told us, "I feel being approachable and open is key to eliminate any closed culture. Through the meetings I have with staff, I can get a better understanding of what their needs are and where they need support."

The registered manager operated an open-door policy and told us staff knew they could contact them at any time. They said they would always return calls if they were unable to answer immediately. The registered manager explained that staff could escalate concerns to more senior leaders if they did not feel comfortable raising issues with them directly. They said staff understood the whistleblowing process and the action to take if they ever needed to raise concerns about care practices or the running of the service.

Staff told us they felt confident speaking up and that concerns would be acted upon. One member of staff said, "I'm not afraid to speak up and we're definitely encouraged to speak up and am aware of the term. It will always be followed up. I always feel I have been listened to."

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 registered manager maintained ongoing recruitment to ensure sufficient staff were available to meet people's needs and to provide flexibility for existing staff. They recognised many staff had caring responsibilities outside of work and took steps to accommodate these wherever possible. For example, staff with school-age children were supported through flexible working arrangements around school drop-off and collection times. The registered manager explained where unexpected situations arose, such as a child becoming unwell at school, rotas would be adjusted to support staff while ensuring people continued to receive safe care. One staff told us, “I already have flexibility around my childcare needs. I need flexibility around my baby. If I have an appointment or other commitment around my baby, they will always help.”

The registered manager said their aim was to maintain a happy and supported workforce, recognising this was important in delivering high-quality care. They described an open culture where staff felt comfortable raising concerns and discussing any issues they experienced. They said they had not experienced bullying within the service and said bullying behaviour would not be tolerated. They explained if disagreements arose between staff members, these would be addressed through open and honest conversations to resolve issues at an early stage.

The registered manager also said they took time to understand the personalities and individual circumstances of staff and would challenge behaviours which could have a negative impact on colleagues, the working environment or people using the service.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The registered manager told us regular checks were completed through logbook audits and digital monitoring systems. The electronic care planning app enabled staff to raise alerts about issues such as low medication supplies, concerns about people’s wellbeing, lack of food, changes in preferences or shopping requirements. Management were able to respond promptly to these alerts and take action when needed. The registered manager described how information from logbooks was checked against the electronic care planning system to ensure records were accurate and reflected the care delivered. The system enabled managers to monitor visit times, staff attendance and whether staff had logged into people’s properties as expected.

The registered manager described effective communication systems for sharing risks and improvements with staff. They told us, “[The electronic care planning system] is such a good tool where we have a flow of information going to staff consistently.” They addressed concerns directly with staff and acted quickly to prevent issues from reoccurring.

The registered manager demonstrated an understanding of their regulatory responsibilities. They understood their responsibility to submit notifications to CQC when required and monitor trends and patterns to identify areas for improvement.

We found detailed audits and records that were organised and easily accessible. Information requested was provided promptly, demonstrating effective systems for maintaining records and supporting oversight of 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.

The provider worked in partnership with other services to help ensure people received coordinated and joined-up care. The service worked effectively with external agencies such as the GP practice, district nurses, hospitals discharge teams, the reablement team, supporting people to access care and treatment when they needed it.

The provider shared information and learning with others to improve the service and outcomes for people. The registered manager told us, “It’s about the lessons learnt and the feedback we receive from clients. We have the possibility of having the communication with the teams to keep them informed of any changes and anything happening. Feedback from client is shared to staff as well."

The service 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 registered manager described how the service is committed to learning, improvement and innovation. The service was part of Alina Homecare and had received a ‘Top 20 Home Care Group’ award for the sixth consecutive year and leaders spoke positively about being part of an organisation that valued quality and continuous improvement.

Managers were encouraged to develop their skills and knowledge. Opportunities were available for managers to complete further qualifications, including the operational management NVQ.

Management told us the organisation invested in systems and processes to improve the quality and efficiency of care delivery. Staff have access to tablets, which allow them to complete and upload assessments, records and spot check documentation directly onto the electronic system while working in the community which enabled information to be recorded promptly and reduced delays in updating records.

The registered manager provided examples of investment in the workforce. Staff had recently received a pay increase, and the organisation had also increased mileage payments when fuel costs rose, demonstrating consideration of the impact of rising living costs on care staff.

The service continued to explore innovative ways of working. Management described the recent introduction of an AI feature within the electronic care planning system. This technology supported the assessment process by recording and transcribing conversations during initial assessments. This reduced the amount of manual note-taking required during assessments, allowing staff to focus more on the person and the conversation while maintaining accurate records.