MiHomecare Kensington and 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

The provider had an open, honest culture that was responsive, and positive with a clearly set out management structure that was available to people using the service, and staff. The vision and values were clear, easy to understand, and staff understood, and followed them. They were aware of their responsibilities, and accountability. People, their relatives, and staff said the management style was positive, approachable, contactable, professional, and they felt valued, and were comfortable raising any concerns they may have. Staff said this approach made them confident, and enabled them to take responsibility for their own conduct. The service quality was frequently, and thoroughly reviewed, and any required changes made to improve the care and support people received. This was conducted in a way that best suited people. The provider had established effective professional working relationships that promoted integrated, joined up working, both internally, and externally to the organisation to meet people’s needs including those outside its remit. Staff were actively encouraged to contribute ideas, and suggestions to make improvements to the service, staff wellbeing, and for people using the service, individually, and overall. These contributions were recognised, and staff felt valued members of the service.

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’s direction and culture were clearly defined, and shared within the organisation. The vision and values were developed and revisited through a structured planning process. The culture was positive, compassionate, listening, and promoted trust and understanding between the organisation, people using the service, and staff. The registered manager, and management team had a well-developed understanding of equality, diversity, and human rights, and prioritised safe, good quality, care. Equality and diversity were actively promoted, and the causes of any workforce inequality identified, and action taken to address them.

The provider processes and systems promoted a shared direction and culture. This enabled staff at all levels to understand the shared vision, values, and strategy and how their roles helped in achieving them. They were developed through a structured planning process in collaboration with people, staff, and external partners. The processes enabled a well-developed understanding of equality, diversity, and human rights, and they prioritised safe, high-quality, compassionate care.

The registered manager, and management team were experienced, and demonstrated a good knowledge of the quality standards and outcomes for people using the service. This included areas such as quality measuring systems, inclusive recruitment, safe practices, and providing an effective service. The staff feedback regarding the management of the service was positive. A staff member told us, “I left, and came back. It is far better run with the new [Registered] manager. Everything is far better managed, and I now feel more confident, as she is approachable, and responds to us.” Another staff member said, “We now have much more continuity at the care co-ordinator level, which is great, and the [Registered] manager really backs us which is also great."

The provider processes were electronic, and contained the required, up to date documentation and information to enable staff to meet people’s needs efficiently, and support them in a caring, friendly, and compassionate way. The management team frequently updated staff after reviewing the available information, in a clear, and understandable way.

The registered manager, and management team told us that everyone worked in an open, honest, and transparent way. Staff were given the opportunity to drive improvement, encouraged to raise concerns and the value of doing so was promoted and recognised. This was confirmed by staff feedback. A staff member said, “I now feel that my opinions are valued.” A further staff member commented, “I like my job, and this agency is far better run than others I have worked for."

The provider processes, procedures and systems encouraged openness, honesty, and transparency. Staff were empowered to drive improvement, by these systems, and encouraged to raise concerns and the value of doing so was promoted.

The registered manager, and management team provided effective and initiative-taking ways to engage with and involve staff, with the focus on hearing their voices. This empowered staff to contribute to a more equitable and inclusive organisation. The organisation’s culture was kept under review to continually improve in the context of equality, diversity, and inclusion. If there were disparities in the experience of staff with protected equality characteristics, or from other excluded and marginalised groups, they were monitored to evaluate their impact, and appropriate action taken.

The provider processes removed bias from practices to ensure equality of opportunity and experience in the workforce, and policies reviews tackled structural and institutional discrimination and bias to achieve a fair culture for all, and prevent and address bullying and harassment.

The provider understood their responsibilities regarding duty of candour. The registered manager, management team, and staff clearly understood their roles and its importance. Everyone was aware of the importance of being transparent in everything they did, and this was passed on to staff by the registered manager, and management team being supportive, and available when required. Staff were frequently updated with practical information not only about people using the service but also topics such as keeping safe, and dementia care awareness.

The provider processes and systems stored people's risk assessments, care plans, and daily logs. Data was robustly stored, and that collected was collated and used to update and improve the service provided. Any areas needing improvement were then addressed. There were thorough audits, and the complaints system was regularly monitored and enabled staff and the provider to learn from and improve the service. People, their relatives and staff provided regular feedback to identify if people were receiving the care and support, they needed. A relative told us, “I now feel much more up to date, and kept in the picture."

People and their relatives said, the provider sign posted them to other organisations that may be able to support people to maintain, and achieve further independence outside the service provided, and to prevent and minimise social isolation. This helped to improve people's quality of life and promote their social inclusion.

Partners told us that the provider was very proactive in sign posting and supporting people and their relatives to other organisations that may be able to support them to maintain, and achieve further independence outside the service provided, and prevent and minimise social isolation. This helped to improve people's quality of life, and promote their social inclusion. A health care professional told us, “Mi Homecare have shown dedication in giving back to the community. They have set up a foodbank and regularly nominate a different service user each month to donate to, which has been positively received."

The provider processes promoted, and maintained good working relationships with other external healthcare services to provide integrated care that met people’s support needs and enabled them to live as independently as possible, keep healthy and receive the ongoing healthcare support they required. Staff reported any health care concerns to the registered manager, and management team who alerted appropriate health care professionals. They also supported people to access community-based health care professionals, such as district nurses and to refer themselves to health care services, such as their GP, to maintain and promote continuing independence through joined up healthcare.

The registered manager, management team, and staff were aware of how they could contribute to making improvements, particularly by enabling people and their relatives to be involved by giving feedback. Staff were encouraged to put forward improvement ideas and those we spoke with said they trusted the registered manager, and management team to listen and act.

There were systems and processes in place to promote, and support learning, improvement, and innovation. The complaints system was regularly monitored and enabled staff and the provider to learn from and improve the service. People, their relatives, and staff provided regular feedback to identify if people were receiving the care and support, they needed.