Trinity Homecare

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 outstanding. 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.

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 provider was passionate about providing accessible, person-centred care that supported people to remain at home for as long as possible. They ensured people and their families were provided with support and information through leaflets, webinars, advocacy services and community events and this supported people and their families with all aspects of care and aging.

The aims and objectives for the organisation were to provide people with care and support that achieved positive outcomes for people and promoted their independence, dignity and active participation in their care. To ensure the service was still meeting people’s needs and to improve if it wasn’t. To collaborate with professionals and other services to promote independence and enable full participation in the community wherever possible. To provide skilled competent staff who provide high quality care.

All people, relatives and staff felt the care and support provided was of a good standard. The culture of the organisation demonstrated the provider’s aims and objectives. The registered manager and management for the service sought feedback from people and they identified areas of improvement following this. The nominated individual was accessible to staff, through team meetings, visits to the office and provider events. They spoke passionately about providing people with the best care possible and that this was done by having good values within the organisation. All staff we spoke with during the inspection demonstrated their passion for supporting people with good quality care.

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.

The provider’s management team were passionate about ensuring people got good quality care and support that met their individual needs. They demonstrated an ambitious approach to making improvements to what people and their families could access from the service. They were working on various projects such as a cookbook, aging activities book and home hospital service. They did this in partnership with other professionals and organisations.

Care staff felt very supported by the management at the service. They all felt able to raise any concerns if they needed to and that they could ring or visit the office if needed. Comments from care staff included, “Really supportive” and “Really good, supportive they’re so good.” The provider worked in partnership with staff so their views were part of the contribution of how the service was being managed. They also provided staff with access to webinars to enhance their knowledge and skills and therefore support people with better quality care. All staff demonstrated an open and honest approach where people were central to the service and care provided.

The provider’s management team worked in partnership with people and their families. One person told us, “We have regular contact with the manager and it is not unusual for a member of the management to drop in on occasions.” One relative told us, “I would be straight on to the manager, who I must say is very good. She regularly rings us to see if all is ok.”

People, relatives and staff were encouraged to complete satisfaction surveys and feedback about the service. This feedback was an opportunity to identify areas of improvement of the care provided. People and their relatives felt well informed and there was good communication with the service. Relatives could access information about people’s visits through the provider’s digital app. People had support from staff who were familiar with their individual needs.

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

The provider had a positive culture where staff could raise concerns with them. Staff had team meetings, and they received updates and newsletters, regular supervisions and observed practice. All staff felt there was a positive culture where they could raise any concerns with the provider’s management team or the registered manager if needed.

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.

Trinity Homecare had an inclusive culture where staff felt supported and a nice place to work. The provider and the management team recognised individual staff contribution and supported all staff. There was a staff awards scheme in place to acknowledge staff’s individual hard work. The provider held stalls at LGBTQ+ pride marches and staff attended community events celebrating the diversity of their staff group whilst acknowledging what was important to them.

The provider supported staff flexibly with their work and made adjustments to accommodate their personal circumstances. Staff could also access the provider’s employee assistance programme should they need to and the registered manager confirmed the provider had policies to support staff should they need this.

Staff were invited to lunch events in the office and the registered manager confirmed staff were always welcome to visit the office. Staff at all levels within the organisation demonstrated a respectful and integrated team approach. All staff felt extremely well supported in their roles and said the management team looked after them. Comments from care staff included, “Really supportive” and “Really good, supportive they’re so good.”

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 had systems in place that monitored the quality of the care provided at the service. This included a range of audits that covered health and safety, incidents and accidents, safeguarding and that reviewed the quality of the care provided including people’s feedback of the care provided. Although the provider had systems in place that monitored the quality of the care provided we did identify some shortfalls where improvements could be made to care plans and risk assessments being in place for people who have diabetes care and support. We also found some improvements could be made to the information within people’s medicines administration charts and where emollients posed a fire risk. People’s care plans were regularly reviewed although these shortfalls had not been identified through these reviews. We raised this on the first day of our inspection and the provider’s management team started to make improvements by the second day of our visit.

The provider had a digital system that ensured people had their visits, medicines and other tasks completed. If these tasks were not completed office staff were alerted so they could review the reason why. The provider ensured notifications were being made when required. The service had a senior leadership team who managed the service. The provider used a range of electronic systems for people's care planning and rostering of visits.

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 various organisations and services to provide people with the best care possible. They were able to provide resource information and webinars to support people and their families in the wider context of their lives, such as financial planning and they were developing a keep healthy recipe cook book where people could access nutritional recipes that recognised certain conditions that were associated with aging. Other information was also available to people and their families. This included local community events such as carnivals, Christian festivals, remembrance events, raffles and cafés that were holding certain events. Newsletters provided people with information such as what was available to them, up and coming webinars and local events held by the provider.

People had their views sought through a mixture of care plan reviews and customer surveys. People’s feedback confirmed they were either satisfied or very satisfied. Where people had raised feedback, this was collated and the provider had an actions identified improvement plan. The registered manager and office staff liaised with other professionals and services if required. Feedback from 1 professional confirmed the support provided was good, they went beyond and above to support people and there was continuity of staff. They felt staff treated people with dignity and respect.

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.

All information about incidents and accidents and any outcomes were collated and reviewed by the registered manager. The provider’s senior management team also monitored the outcome of these ensuring any learning or action was undertaken if required. All people we spoke to were happy with the care and support provided by the staff.

Following our inspection, the provider confirmed there was a culture within the service to continually improve the service through innovation and ongoing reviewing of technologies.