My Homecare Redbridge

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 Requires Improvement. 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 services Visions and Aims placed people at the heart of the service through high quality care and person-centred excellence. Service objectives were monitored through audits. People and relatives where positive about the service. Staff were positive about the service. Staff told us the culture within the service was positive and they were supported when needed.

The management knew people well and were committed in improving the service to ensure people received high quality care.

Records showed the service had received compliments from relatives on care provided. Comments included, ‘‘I cannot say thank you enough for all the support, care and wonderful attention you gave to [person] over the last few years. Your staff are all truly angels, doing a difficult job with a smile.’ A relative told us, “The manager is very good.”

Staff meetings were held regularly by the management team. Agenda involved record keeping and reporting, staff rota and overview of service users. Management also gave staff opportunities to provide feedback on the service and acknowledged staff for the care they provide to people.

Staff were positive about the registered manager. A staff member told us, " [Registered manager] is perfect. Every time we need something; they are there for us.” Another staff commented, “[Registered manager] is helpful and if we need anything and ask, they are always there.”

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

The service had a whistleblowing policy that included details on how to raise concerns both internally and externally, which allowed staff freedom to speak up. Staff feedback was also sought as part of supervisions and staff meeting.

Staff knew how to use the whistleblowing policy and understood their role and responsibilities of reporting concerns and knew who to go to if they needed to.

The provider valued diversity in their workforce. An equality and diversity policy was in place and staff had been trained in this area. Systems were in place for flexible working arrangements as shift plans showed staff were able to work flexibly. Systems were in place to record incidents towards staff. Staff did not have any concerns with lack of support and were very positive about the service and the management team valuing diversity.

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.

During our last comprehensive inspection, we found the service was in breach of regulation 17 (Good Governance) of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014 as robust good governance systems were not in place to ensure people received safe and effective care. We served a warning notice in this area and carried out a targeted inspection, which found the service was compliant with the notice through improvement made. At this assessment, we found the improvement had been sustained.

We saw evidence that the service carried out a range of audits covering different areas such as on medicines and care plans. A monthly operations audit was completed. The audit included reviewing care plans, communication logs, staff call logs, medicine, staffing, training, and incident and accidents. This meant management had oversight of the running of the service. Spot checks were also carried out to check staff competency when supporting people.

Surveys had also been completed for people and staff. The results were analysed and action taken where required to ensure there was a culture of continuous improvement. Results were positive. A relative told us, “[Person] been with them for quite some time and is quite happy.”

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

The registered manager and staff told us they worked in partnership with health and social professionals to ensure people were in the best of health at all times.

Records showed the service worked in partnership with social and health professionals to ensure people received safe and effective support.

Systems were in place for learning and improvement. Improvements had been made since our last assessment with concerns relating to risk assessments, staffing and quality assurance being addressed and the breaches of regulations had been met.

The service had systems in place for learning and improvements with surveys being completed and feedback being sought from, people, relatives and staff to ensure there was a culture of continuous improvement.

The service also had a ‘Family Circle’ whereby relative had real time information on people’s daily notes completed by staff on tasks completed, health observations and support provided to people.