Home Instead Kensington & Chelsea

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 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 provider had clear goals and shared values of visibility, community presence, quality, and team support. Staff showed awareness of these.

The provider modelled open communication and collaborative working. A care worker we spoke to confirmed that the organisational culture was open, supportive and non-judgemental. They said of the management, “They are open and transparent. My manager is lovely and supports carers.”

A field supervisor highlighted that the office staff have all previously worked as care workers, and said, “it makes a big difference in understanding what’s expected.”

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 registered manager and senior staff were clearly visible and supported staff through induction and ongoing development.

Staff told us that the office staff genuinely cared for both the people being supported and care workers, fostering a “family-like” atmosphere. A care worker said of management, “They organise work very clearly. I feel supported by them. They answer straight away even on Sunday, I text or call, and they answer and help straight away.”

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

The provider had relevant procedures in place and encouraged an open culture. Feedback from the annual staff survey was discussed openly in team meetings to identify changes needed and to share learning.

Staff could raise concerns without fear and valued the open-door approach from the registered manager, noting they could visit the office freely.

A care worker said, “We have no problems flagging anything up, the office responds quickly.” Another said, “Communication is very easy.”

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 provider’s equality and diversity policy was reflected in their recruitment practices, ensuring a workforce that represented different backgrounds and cultures. This approach helped match staff with people based on preferences such as language, culture, and gender, promoting inclusion and respect.

A relative told us that carers came from varied backgrounds and were all respectful and supportive, which shows the policy was effective in practice. This diversity had a positive impact on people’s experiences by fostering understanding, reducing barriers, and creating a care environment where individuals felt valued and respected.

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 management carried out routine audits. This involved observing staff in their roles, offering guidance and oversight, and seeking feedback from stakeholders. The provider implemented improvements based on these audits and the feedback received.

The provider also maintained an effective business continuity plan along with a comprehensive set of policies and procedures. These were aligned with current legislation and reflected best practice standards.

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 with the local authority, hospital teams, and other Home Instead franchise partners to ensure they were delivering support people needed. The management used a peer network of franchise owners for advice.

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 used digital systems to increase efficiency and maintain compliance, for example for training and supervision tracking and using data for quality assurance.

This approach was effective because it allowed the registered manager to monitor performance in real time, identify gaps, and take prompt action. By analysing data from these systems, the provider could learn from trends and make improvements, such as updating training plans or addressing areas of risk. This focus on continuous learning and improvement helped maintain high standards and supported better outcomes for people using the service.