City Home Care Limited

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.

The last rating for this key question was 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.

At the last assessment, we identified breaches of a legal regulation relating to good governance. At this assessment, improvements had been made, and the provider was no longer breaching this legal regulation.

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.

There was a positive culture at the service. People using the service, relatives and staff told us they thought the service was well managed. The provider carried out their own quality monitoring checks which included asking stakeholders for feedback. These indicated that people were happy with the service.

Comments from people using the service and their relatives included, “The best thing about this service is how nicely they care for [person]” and “Everything runs smoothly and perfectly. I am happy and I recommend it to others.”

The provider employed capable and inclusive leaders. The registered manager had a management in care qualification and appropriate experience. They were supported by a team of senior staff and managers. Staff told us the registered manager was approachable and responsive. People using the service and their relatives also knew the registered manager and told us they were able to raise concerns or speak with them when needed.

The provider had systems for staff and others to speak up. Staff were familiar with these. Staff knew what to do if they had concerns. They told us they were listened to, and their views were valued.

The provider supported staff with their wellbeing and workforce equality. There were procedures to ensure staff were fairly treated. Staff told us their individual needs were met, and they were able to take time off when needed. For example, working parents told us the provider supported them with flexible hours. The provider translated policies, procedures and key guidance into different languages to help make sure staff who did not speak English as a first language had access to information in a format they could easily understand.

At our last assessment, the provider did not always effectively operate systems for monitoring and improving the quality of the service. At this assessment, we found improvements had been made.

The provider developed an action plan and had worked towards making improvements in all areas. They had regularly reviewed the action plan. They had sourced external consultants to help offer advice and support to make improvements and meet regulatory standards.

Managers carried out a range of audits and checks. These included spot checks and supervision of staff. They also asked people using the service, their relatives and staff for feedback about their experiences.

The provider had a range of policies and procedures. These reflected legislation and good practice guidance. Policies and procedures were shared with staff. They were regularly reviewed and updated.

The provider worked with external professionals to meet people’s needs. Staff liaised with health and social care professionals when needed. The provider had organised community events for staff, people using the service and relatives. They created links with local dementia groups to create a place people could visit to socialise and receive emotional support.

There was a learning culture at the service. The provider reviewed and analysed all complaints and adverse events. They investigated the individual concerns and looked for any recurrent themes. They had developed action plans because of these, which included learning for staff. The provider checked with people and staff that improvements had been made and that they were happy with the outcome.

The registered manager told us they were developing new digital record keeping systems. They explained these would help improve how the service was monitored.