Leda 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

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 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 described the culture of the service as being ‘shaped by the values of caring, compassionate, supportive, respectful, honest and transparent.’ They focused on providing people with high quality, individualised care which enabled them to remain safe and well in their own homes and promoted a good quality of life.

Staff understood their roles and responsibilities and the registered manager’s aim to provide people with safe support, which was delivered with care and compassion. One staff member told us, “Leda Homecare’s values are that people get the proper care, are treated fairly and feel valued. The staff deliver care that reflects that vision.’

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.

The registered manager was supported by an assistant manager, care co-ordinators and administrative staff. People and relatives were very happy with the management of the service. They found the registered manager and staff approachable and helpful. One relative told us, “They are very easy to speak to and if you phone, they answer straight away and deal with everything. It’s excellent like that. It all runs very well really.”

The registered manager had the knowledge and skills to manage the service well and ensure people received appropriate care. They ensured staff were recruited safely, experienced an appropriate induction and completed the training necessary to support people well. They discussed people’s care needs with them or their relatives regularly to ensure they were happy with the support provided and any improvements could be identified and actioned.

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

People and relatives told they would feel able to raise concerns if they had any. They told us, “I can call the office if I need to, but I don’t need to, it is all very well run” and “I would tell them if things weren’t right, but it is alright up to press.” One relative told us they had raised issues in the past and the registered manager had resolved them to their satisfaction.

The registered manager ensured people and relatives could share their views and raise any concerns during regular reviews, visits to observe staff practice in people’s homes and through yearly satisfaction questionnaires.

Staff also felt able to raise any concerns. One staff member commented, “Staff are encouraged to raise concerns and speak up. We all know how to whistle blow.”

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 from a variety of backgrounds worked at the service, including internationally recruited staff. Staff told us they were treated fairly and with respect, felt valued and could raise any concerns with the registered manager or other senior staff.

The registered manager held regular staff meetings where staff could raise concerns and make suggestions. Regular supervisions and appraisals also provided opportunities for staff to express their views. This helped ensure they felt included in the service and its development.

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.

Governance arrangements at the service were effective and ensured people received safe, compassionate care which reflected their needs and risks. Regular audits of quality and safety, such as medicines, infection control, accidents and care documentation, were completed. Where it was identified that improvements were needed, action was taken in a timely way.

The registered manager had effective processes for ensuring staff had the knowledge, skills and abilities to provide people with safe, effective care. Staff performance was reviewed regularly and where any shortfalls were identified, prompt action was taken to make the required improvements.

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 registered manager worked well with community agencies to ensure people received the care and support required to meet their needs and manage any risks to their health and well being. Referrals were made to partners, such as GPs, community nurses and social workers when specialist support was needed.

Staff liaised with partners who were regularly involved in people’s care, providing updates and identifying concerns or improvements. This helped to ensure people’s health and well being was monitored; action was taken when there were any changes and they received a joined-up service. A community professional told us they found the service responsive and professional. They told us communication with the service was good and requests for support or information were responded to promptly.

The provider focused on continuous learning 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 and effective practice.

The registered manager and staff focused on providing people with good quality care which met their needs, while respecting their choices, wishes and independence. They worked with other community professionals to improve the quality of people’s lives where possible and advocated on people’s behalf when access to care or equipment provided challenging.

The registered manager welcomed opportunities for learning to develop and improve the service. Through membership of national and local care associations and attendance at regular events held by the local authority and other partners, they stayed up to date with good practice and changes in care. They received regular CQC provider updates which helped them stay up to date with issues relating to regulation and responded to CQC requests for provider feedback, which help contribute to future practice.