Holmwood Gardens Domiciliary Care Services

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• 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

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 requires improvement. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

The provider was previously in breach of the legal regulation in relation to good governance. Overall, there were enough improvements found at this inspection and the provider was no longer in breach of this regulation.

This service scored 71 (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.

Since the last inspection, the culture of the service had improved significantly. The registered manager told us, “The restructured leadership team has reduced pressure and enabled me to focus on areas where attention was needed.” They explained that sharing responsibility across the leadership team meant they no longer felt overwhelmed and were able to dedicate appropriate time to quality monitoring and to building effective relationships with staff and external partners. These changes had strengthened the registered manager’s effectiveness as a leader and contributed to a more positive and collaborative culture across the service.

Staff spoke positively about the culture within the service. One staff member told us, “The culture within the service is open. I can go to the managers at any time if I have a concern, and they will deal with it right away.” Another commented, “I can go to my manager at any time. Everyone is supportive.” Staff consistently reported feeling confident to raise concerns and said they valued the supportive environment created by the leadership team. This indicated that recent governance improvements had not only strengthened oversight but also helped to embed a culture of openness, accountability, and collaboration across the service.

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.

Since the last inspection, the registered manager had demonstrated a strong understanding of key issues and priorities within the service and had taken effective action to support the delivery of a high‑quality service. The provider had reviewed the management structure to ensure the registered manager received appropriate support. A deputy manager had been appointed to strengthen the leadership team and establish clear roles and responsibilities. This enabled the management team to effectively share responsibilities, strengthening leadership capacity and improving the overall oversight of the service.

Staff told us they felt well supported in their roles and were able to access guidance from the management team whenever they needed it. They recognised that the registered manager worked hard to manage the complexities of the service and was consistently available to address concerns and offer support. Staff described the leadership as having created a more relaxed and positive working environment. One staff member told us there had been “dramatic improvements since the last inspection” and that everyone was now working together as a team. Staff also said they felt more supported and described the leadership team as “approachable, at any time.”

Relatives confirmed they had positive working relationships with the management team. They reported good communication, described the manager as approachable and visible within the service. A relative told us, “I get along well with the management team; they are professional, and they keep me informed about any changes and updates when needed.”

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

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.

Since the last inspection, governance and management arrangements had been strengthened, supporting a more sustainable and well‑led service. Clear systems were in place to monitor quality, identify areas for improvement, and ensure actions were followed through. The leadership team had improved oversight across all aspects of the service, enabling more consistent decision‑making and better long‑term planning. These developments helped ensure the service remained stable, well organised, and able to maintain safe and effective care over time.

The registered manager had implemented robust systems to strengthen oversight and improve the quality of care. These systems were embedded in practice and consistently used by staff. Staff were reporting concerns in a timely way and in line with the provider’s systems which supported effective monitoring and prompt action. The manager was able to demonstrate positive outcomes following reviews carried out within their governance processes, showing that actions were monitored, learning was applied, and improvements were sustained.

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

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.

At the last inspection, there were concerns that the provider did not consistently prioritise learning, innovation, or continuous improvement across the organisation. As a result, opportunities to enhance practice and improve outcomes for people had been missed. Since then, significant progress had been made, with the provider demonstrating a clear commitment to ongoing learning and the adoption of innovative practice.

The registered manager had actively contributed to embedding effective practice across the service. For example, they developed staff lanyards containing quick‑reference guides on different types of abuse and produced additional cue cards with step‑by‑step guidance for breakaway techniques. These resources ensured staff had immediate access to essential information when needed. The registered manager told us, “I will be focusing on further lanyards, such as the Mental Capacity core principles,” recognising that these practical tools acted as useful refreshers and supported staff to apply their training in day‑to‑day practice.

Staff confirmed the positive impact of these developments, with one saying, “Since the last inspection, there have been lots of improvements,” and another adding, “The lanyards are helpful because I can have a quick look at them if I am concerned about someone I’m supporting.” These initiatives reflected a culture of learning and forward‑thinking, embedding continuous improvement and innovation into everyday practice.