Passion 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 79 (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 service’s aims, vision and values had been shared with staff, who were aware of these and how they were to be applied in practice. One staff stated, “The values of the service are discussed with staff during induction, training, supervisions, appraisals, and team communications. They are also reinforced through spot checks, feedback, newsletters, and discussions with managers.”

Another staff told us, “The values include care and compassion, which focuses on kindness, empathy, dignity, autonomy, and safety, openness and transparency, which means being honest, apologising when things go wrong, and learning from mistakes, and commitment and courage which means being open to change, challenging poor practice, staying resilient, and celebrating success.”

Staff were involved and included in the operation of the service, with their views sought via surveys, team meetings and through weekly newsletters.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

People and relatives spoke extremely positively about the service, its leaders and how it was run. Comments included, “I find Passion Home Care a lot better than other companies we have used in the past. The staff are well trained and very professional, the manager is easy to talk to, very understanding and supportive” and “I am very happy with the service. The company is well run, and it suits me”.

Professionals who worked with the service were equally complimentary about how the service was run. One professional told us, “Throughout my dealings with [nominated individual] and [registered manager] over the past eight years, I have found them to be thorough, professional, and committed to delivering high-quality, person-centred care. Feedback from other professionals with whom I have spoken has been consistently positive. Their approach to care is one I regularly reference as a benchmark for commissioned homecare services within Trafford.”

Another stated, “I consider the service to be well led, with leaders who are open, honest and transparent.”

Staff told us management were supportive, approachable and led by example. One staff member stated, “I feel the service is well led and managed. The management team and office staff are approachable, supportive, and available when we need advice or guidance. There is good communication between care staff and management, and concerns or suggestions are listened to and taken seriously. I feel management lead by example because they demonstrate the same values they expect from staff, such as treating people with dignity, respect, and compassion. They encourage good practice, provide feedback through supervisions and spot checks, and support staff to improve their skills.”

The service had appointed champions in a number of key areas, with these roles all filled by management or senior staff. Areas covered included, safeguarding, dignity, tissue viability, End of Life, dementia, mental health, diversity and inclusion, falls, complaints and concerns and medication. Senior staff had been supported to complete external training such as National Vocational Qualifications in care, as well as assistant practitioner training, which aimed to equip senior staff with clinical and management skills.

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

The provider had created a positive and open culture, where people and staff felt able to speak up and raise concerns. The staff handbook contained clear guidance on whistle-blowing and how to escalate concerns externally, if staff did not feel listened to or their issues addressed appropriately. A staff member told us, “The management team takes concerns seriously and works with staff to find appropriate solutions. I believe that raising concerns is an important part of keeping service users safe and improving the quality of care. Any concerns I have raised have been taken seriously and dealt with following correct procedures.”

People and relatives told us about their positive experiences of speaking up. One relative stated, “The manager is easy to talk to, very accommodating and has put my mind at rest. I find everyone supportive, patient and kind.” A person stated, “I have no complaints, everything is working well for me. I would speak to the carers if I needed anything. The company employs good people, they genuinely care.”

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 confirmed the service was inclusive and treated them equally. One staff member stated, “Yes, I am treated fairly and with respect. My manager values my opinions, listen to my views and encourages open communication.I feel supported and included as part of the team.” Another told us, “I feel I am treated fairly and respectfully at work. I feel that my views, opinions, and concerns are listened to and respected. Whenever I have spoken to my manager about personal issues, they have listened with understanding and, where possible, made appropriate adjustments to my rota so I can work with a clear mind and continue providing good care.”

Staff’s views had been sought formally through annual questionnaires, and less formally during meetings, supervisions and spot checks. The survey for 2026, had been completed by 29 staff members, a response rate of over 90%. Staff stated they felt valued, recognised and listened to. Each question was scored out of 10, with 10 being most positive. The average score awarded for each question was 9 or above, which showed staff felt supported, valued and enjoyed working for the service.

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.

A range of audit and governance processes were in place to monitor the safety and effectiveness of the service and care provided to people. Audits had been completed on a monthly, quarterly, or bi-annual basis, with a log used to monitor the completion of these and any actions identified.

The provider had created what they called a ‘KPI system’, which formed the basis of their governance framework. This system was very detailed and easily accessible and covered a wide range of areas from medication management and staff training, through to care plan reviews and service user feedback, all within 1 electronic spreadsheet.

A separate ‘KPI report’ had been used to monitor the service and compliance with its governance policy and processes. An accompanying guidance document detailed expectations and had been used to help benchmark performance.

Regular governance meetings, involving the provider, management and senior staff had been held to supplement the other processes in place, and provide a forum to discuss any issues or changes which were required.

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 collaborated effectively with other professionals and organisations, to ensure people’s experience of care was good and their needs were met. As detailed throughout this report, professionals we contacted, spoke positively about their involvement with Passion Home Care. The provider was actively involved within the Trafford health and social care system, working closely with GPs, District Nurses, Occupational Therapists, Dietitians, and NHS equipment services to ensure seamless care for people.

The registered manager was a member of the Care Manager’s Group and also attended Trafford Council’s Provider Engagement Forum for Homecare providers. Both of these provided the opportunity to share knowledge and learning and seek support from peers.

The provider was also involved in the wider community, for example, they provided work experience opportunities to a local school, which enabled students to get experience working in the care sector.

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.

Learning was central to the provider’s values, with written commitments on display within the office, around ongoing learning and making continuous improvements. These values were emphasised to staff on a regular basis. Learning from accidents, incidents, complaints, safeguarding and internal governance processes had been consistently shared across the whole staff team during meetings and within newsletters.

Root Cause Analysis had been used to review incidents and safeguarding’s, to assist in identifying causes, consider any learning and help drive improvements.

Action plans had been generated following the completion of planned audits and governance processes. These had been regularly reviewed and discussed during governance meetings, to check on progress and sign off those which had been completed.

Professionals involved with the service told us of their experiences regarding learning and improvement. One professional stated, “When concerns, complaints, or safeguarding matters arise, they are reported appropriately and managed openly and transparently with the relevant professionals. Through both quality assurance visits and safeguarding reviews, I have seen clear evidence of root cause analysis, lessons learned, and the implementation of preventative measures to minimise the risk of recurrence.”