Lima Homecare 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 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 clear and shared vision, strategy and culture, underpinned by transparency, equality, human rights and inclusion. These values informed how the service was led and delivered and reflected an understanding of the diverse needs of people using the service and the wider community.

Managers and staff described a shared commitment to delivering high-quality, person-centred care. Staff told us there was an open and supportive culture, with an open-door policy at the office and regular contact with field supervisors. This meant staff felt able to raise concerns or share ideas through informal discussions and routine supervision. Most staff were confident that issues would be addressed promptly, with a focus on learning and improvement rather than blame.

The service’s mission and values were clearly communicated in materials for staff and people using the service and were aligned with the delivery of personalised, dignified and safe care. Communications reinforced expectations around quality and safety while recognising good practice. Staff and people using the service spoke positively about the caring ethos and described a culture where people were treated with kindness, respect and compassion.

Records showed the provider’s mission focused on delivering high quality, compassionate home care that supported people to live safely, confidently and independently in their own homes. The service’s values emphasised putting people first, promoting independence, supporting well-being and investing in staff to ensure consistent care. These principles guided everyday practice and were reflected in how care was planned, delivered and reviewed.

The provider had inclusive and capable leaders who understood the context in which care and support were delivered and consistently demonstrated the service’s values in practice. Leaders were described as approachable, honest and transparent, with the skills, knowledge and experience required to lead the service effectively.

Most people using the service told us it was well run and organised, with leaders who listened and responded appropriately. Many said they would recommend the service. One person told us, "It seems to be a well-run and organised agency; office communication is good.” Another said, “I am extremely happy with the service I receive from Lima Homecare.”

Leaders set clear and reasonable expectations of staff and communicated these in a supportive and constructive way. Records showed leaders explained the rationale for changes in practice, including the impact on people using the service and the importance of maintaining quality and safety. Where issues occurred, learning was shared openly and without blame to support improvement and reduce the risk of recurrence.

Overall, staff told us they felt well supported and confident contacting leaders for advice or to raise concerns. One staff member said, “The service is very well led. Challenges do arise, but concerns are taken seriously and resolved wherever possible.” Another added, “I never feel reluctant to contact the office. They are helpful, give good advice and have the welfare of both staff and people using the service at heart.”

Feedback from relatives and professionals reflected similar experiences. One professional told us, “I would recommend the service to others; management are always available for case discussions.”

The provider promoted a positive and open culture where staff felt able to speak up and were confident their views would be listened to and acted upon. Staff told us they felt comfortable raising concerns or suggesting improvements and that managers responded appropriately.

One staff member told us, “We are free to speak up and comfortable with the managers. They listen to us and act on concerns. For example, when we suggested changes to a care routine or visit time, this was acted on and updated.” This demonstrated that staff feedback was valued and used to improve people’s care.

Staff understood how to raise concerns, including whistle-blowing and safeguarding procedures. These were regularly discussed during supervision and reinforced through newsletters and other communications. Leaders recognised the importance of providing feedback to staff following incidents and had taken steps to strengthen processes to ensure learning and outcomes were shared and understood.

The provider demonstrated a commitment to equality, diversity and inclusion within the workforce. They promoted a fair and inclusive culture and took steps to support equality and equity for staff.

The management team monitored inclusion through regular staff supervision and feedback mechanisms, including meetings and surveys. Records showed they responded appropriately to issues raised in a sensitive manner. Equality and human rights responsibilities were reflected within relevant policies. Staff told us they felt respected and described how cultural and religious needs were recognised and respected in day-to-day practice.

The provider had clear roles, responsibilities and lines of accountability, which supported effective governance and oversight. Leaders used information about risks, performance and outcomes to monitor the service and took appropriate action when required. Information was shared securely with relevant stakeholders when necessary.

Governance and quality monitoring systems were in place, including regular quality meetings, a programme of audits and an auditable service improvement plan to support learning and improvement. Business continuity arrangements had been considered. Leaders kept up to date with statutory guidance, including requirements to notify the Care Quality Commission. When it was identified that some staff had not consistently accessed service updates and key messages, they acted promptly to strengthen communication and assurance processes to support effective information sharing.

The provider understood the importance of working in partnership to ensure people received coordinated and responsive care. Information and learning were shared appropriately with partners to support effective joint working and service improvement.

Staff and managers worked closely with a range of community-based services, including GPs, local authorities and community nursing, to help ensure people’s needs were met. Feedback from local authority partners was generally positive and described good communication with the management team. The provider also engaged with the wider community, including involvement in charitable and social events. Most benefits for people were seen through day-to-day joint working and timely escalation when concerns were identified.

The provider promoted a culture of learning and continuous improvement. Leaders encouraged reflection and used learning to support safe and effective practice and improve people’s experiences.

There was clear evidence that audit findings and feedback from people and others were routinely reviewed and used to drive improvement. This approach was consistently applied, including during this assessment. Leaders demonstrated openness when areas for improvement were identified and took timely, practical action to address them.

Continuous improvement was supported through service developments, including the use of digital systems, staff surveys and clear communication to close audit actions. Recognition schemes and development opportunities helped support morale and retention. Overall, learning was embedded into day-to-day practice and used to improve outcomes for people.