Tenda Hands Homecare

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.

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 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 registered manager had systems in place to ensure oversight of the service. The service aimed to give people person-centred care and support, and they involved people and their families to achieve this. Staff worked well together, had regular supervision and team meetings to embody a shared direction and culture.

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

Members of the staff team were overwhelmingly positive about the support provided by the registered manager.A member of staff told us, “The managers are supportive, they are very good, they do what we want or need, they turn up once or twice a month to check on us and unannounced, they talk to clients and talk to us. They are good with contact.”

A relative told us ‘The manager is good and approachable.’

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider encouraged a culture of openness by training staff on the whistleblowing policy, the whistle blowing policy along with all other policies were shared with staff on a regular basis.

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.

The registered manager told us, “We have an equal rights process, we respect everyone who wishes to work in care, we do a yearly survey and meet people regularly as part of monitoring and ensure that their needs are discussed as part of their induction.” The registered manager gave us an example of accommodating staff members religious requirements , one example was female care workers only supporting female service users and changing care workers so they do not have to handle meat.

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.

The registered manager conducted audits routinely, these audits included overseeing staff training, medicine audits, overseeing safeguarding, incidents and accidents, daily notes, care plans and risk assessments. The audits on care plans had not identified the spelling mistakes found during our assessment. We discussed this with the registered manager during the feedback meeting and the registered manager assured us that a full review of all care plans to specifically address the spelling mistakes would be completed.

Staff were complimentary about the leadership and staff and fed back that they would recommend the service to family and friends.

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 worked closely with various external agencies including, GPs, social workers, Local Authorities, Mental Health Practitioners, Community Partners and community dieticians. We saw evidence of collaborative working with, and learning from, these partnerships to ensure safe care and that peoples needs were met.

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. There were processes in place to record any incidents, accidents, complaints and other audits. These were analysed to identify any shortfalls and learn lessons.