Triple Home Care Ltd

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 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 clear vision, values and culture that were understood across the service. These were based on openness, fairness, equality, respect for people's human rights, diversity and inclusion. Feedback from people, relatives and staff was positive and reflected a culture that was consistent with the principles of CQC's ‘Right Support, Right Care, Right Culture’ guidance.

People and their families spoke highly of the service and the care provided. One relative told us, “They are brilliant. What more could we ask for.”

Staff were able to describe the values that guided their work and how these influenced the care they provided. One staff member said the values of the service were, “To treat our clients like we would our own family. Fairness; Respect; Legally correct (and) Equality.”

This demonstrated a shared commitment and culture across the service to providing person-centred care that respected people's rights, promoted inclusion and supported positive outcomes.

The provider had inclusive leaders at all levels who understood the context in which they delivered care and support and embodied the culture and values of their workforce and organisation. The management team had the skills, knowledge and experience to lead by example. A relative confirmed to us, “I think it’s well led, yes. [Named person] the manager has come in to do a bit of work to keep her hand in. It was nice to see.”

The management team understood their regulatory responsibilities and were part of the staff team, supporting staff on care call visits when needed. A staff member told us, “I have always felt I [can] ring them no matter the problem, even to get advice when I’m not sure and they give me the advice I need. We have a lovely lady in management called [named person] …She has a way of making you feel better after talking to her.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. They worked towards a fair and inclusive culture at the service where people, their relatives and the staff team could speak up in line with their policies. Whilst no concerns had been raised recently, people and their relatives told us they contacted the service when needed. A relative said, “[The management team named] get back to me if I want them.”

Staff also confirmed that they knew how to raise any suggestions or concerns they might have and felt both listened to and supported. A staff member said, “Yes we can make suggestions and raise issues, we have open meetings and discuss things we want to, and these are actioned and we are informed of the changes made.”

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 gave us personal examples of how the registered manager supported their equality and well-being through preferred working patterns and flexibility due to family or life commitments. A staff member said, “Yes my manager is approachable, and I feel they are fair to staff.”

The provider understood their responsibilities, roles, systems of accountability and governance, however this was not always carried out robustly. When reviewing the services incident log, it became apparent that a serious injury had not been notified to the CQC by the registered manager. The registered manager understood their legal obligation to notify the CQC of notifiable events such as serious injuries. The error was rectified and the notification was submitted that same day.

A new digital care record system had been implemented that could pull data analysis reports to give an overview of the quality of the service provided. However, again we found that some systems and processes required further robust development. This included audits of people’s and staff records and the findings documented in corresponding action plans.

The registered manager again responded promptly and positively when this was identified during the assessment. They acknowledged the need to strengthen their audits and started making the improvements during this assessment.

The management team understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners when needed and collaborated for improvement.

The management and staff team had good working relationships with partners such as the local authority and health professionals. A stakeholder told us, “I would say they do communicate well with us when things do come up.”

The management team 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. During this assessment the registered manager and management team listened to the feedback given and reacted positively and promptly when areas were identified as requiring some improvement. The registered manager told us, “This assessment has identified that governance needs to be more robust. With the new computerised system is where you can pull analysis reports and data, but audits are also about eyes reviewing (all) records.”