Active 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 Good. At this assessment the rating has changed to Outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

People, relatives and staff all told us the service was very caring, supportive, and distinctive. They said staff always went the ‘extra mile’ to make sure they received the care they needed and wanted. The service played an active role in the local community to benefit people who used the service and beyond. There were very effective systems in place to monitor and improve people’s quality of care and continue to develop the service. Staff worked in partnership with other services to meet people’s holistic care and support needs. The provider had an exceptionally effective audit and governance system in place to provide oversight of service quality. Action was taken promptly where required to improve the quality and safety of the service. Staff felt extremely well supported in their role and there was a positive culture at all levels.

This service scored 96 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Staff had an excellent understanding of the provider’s values and the vision of the organisation. The provider’s stated vision was, ‘We strive to be the trusted provider of choice for home and community-based care. Through innovation, compassion, and continuous improvement, we create a supportive environment that empowers our clients to live with dignity, independence, and comfort.’ A staff member told us, “The managers are fantastic employers, they genuinely care and take time to get to know us.” Another member of staff commented, “The managers are caring, compassionate and always listen to the staff team. We are involved and always kept up to date with any changes. We are like a big family.”

The staff training, supervision and support systems fully enabled staff to progress within their roles, and to achieve their full potential. There was a shared commitment to all staff working cohesively with 1 shared goal. The management team commented, “As leaders of Active Homecare we feel it is important to still be highly involved in the client's care. We lead our team to deliver high standards of care. We still go out to our clients to cover care calls and often schedule ourselves onto a double-handed visit so we can share our visions with the team and listen and learn from them where improvements can be made.”

There were quarterly 1-1 meetings with each staff member, which gave them the opportunity to discuss any concerns, anything they felt they had done well, any ideas they had or any changes to improve the service. Three monthly staff meetings took place which gave them the opportunity to use the time to share ideas, have input in the day-to-day running of the service and update the staff on any company news. For example, staff raised concerns that work tunics were uncomfortable in the hotter weather, which impacted on their mental well-being at work. The provider quickly put in place a summer uniform which consisted of a short sleeve t-shirt that was more comfortable for the staff.This meant that staff were involved in the continuous improvement of the service and felt and listened to.

The provider had exceptionally inclusive leaders who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. One person told us how they only allowed their regular staff member to support them with taking a shower. The staff member was going to be absent while on leave and the person commented that they wouldn’t have a shower during that period. This had caused some anxiety for the person. However, 1 of the managers, who knew the person well, supported them with showers to reduce their anxiety. The person commented, “[Name] didn’t have to help me with showering. The managers are fantastic. They always go over and above.”

Without exception, staff told us they were fully supported by the management team. A staff member said, “The managers genuinely care and go over and above to support us.” Another member of staff commented, “The managers are really supportive. They will help with professional issues as well as personal problems. They go out of their way to be fair and treat us all equally.”

Leadership was visible, the management team were experienced and working towards a common goal to provide exceptional quality care. People using the service and staff told us that the managers often went out to provide care. A relative said, “It gives [managers] an opportunity to see what’s happening with people and how staff are working. As a result of this they have identified some areas that could be improved for my [family member] which has made things easier and safer for them.”

The provider’s mission was to ‘provide exceptional home care that puts our clients’ well-being first. We are committed to delivering compassionate, dignified, and respectful support, ensuring both our clients and their families feel valued and cared for.’ All the feedback we received from people and relatives was extremely positive about the leadership of the organisation. One told us, “[Names of managers] are fantastic. They do care calls so they get to know people well and they always ask what they could do better. They run an exceptional business who always put people first.”

The provider actively promoted and enabled staff to deliver exceptional care, spend quality time with people, take their own initiative to benefit individuals and be compassionate care givers. For example, staff requested training to be able to better support people living with dementia. The managers provided staff with specialised training in relation to dementia care. There was also a dementia champion to support staff caring for people living with dementia.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The management team promoted an open and transparent culture. They encouraged staff to raise issues and concerns so these could be known and addressed. Staff were confident they could always speak to senior managers when they needed to and felt listened to and supported. One staff member said, “I know 100% that I could speak up and disclose any concern I might have, and I know 100% that the managers would deal with it professionally and support me through the process.”

One of the managers was a health professional by background and used their expertise to run the service and support with training and maintaining best practice and high standards of care. They were also the safeguarding lead for the service and staff told us they were always available to advise the staff about any concerns regarding safeguarding people from potential harm.

The provider had appropriate policies and procedures in place to support and promote staff raising issues. The registered manager investigated concerns in a sensitive and timely manner. They identified and acted on lessons from these to continue to improve the service. The management team encouraged feedback on a frequent basis from the staff team.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them. They embraced and valued staff differences, such as those related to gender, race, ethnicity, age, disability and professional backgrounds. For example, every staff member was given the opportunity to state their preferred gender pronoun that reflected their gender identity. This had been included in the interview and induction process.

Staff were very complimentary about the management of the service and said the management team were exceptionally kind, caring and compassionate. One staff member said, “I am a carer to my [family member] and the managers have gone over and above to support me to stay as a carer for [family member] but also to carry on with a job I love. I’m so so grateful.”

The provider ensured that all staff were treated fairly and equally. For example, they provided support for people going through the menopause. One staff member had their shift patterns changed to support them with difficulties they had with fatigue. Since the changes the staff member had found improvements in their well-being.

We saw evidence that the provider created opportunities outside of their contractual obligations to support people's well-being. For example, they organised parties and events for people they supported and celebrated staff birthdays and achievements. The provider was committed to continually motivating the staff team and recognising their commitment to their role. For example, staff had time off for religious celebrations and the different religious holidays.

When the provider received positive feedback about staff this was always shared, and staff were given rewards for their hard work. Staff completed surveys so they could give their views. Feedback from staff was listened to and acted on. For example, the provider received feedback that in the winter, going in and out of people’s houses in a big coat was sometimes inconvenient, so staff were provided with hoodies and raincoats. The staff feedback following the changes was that these changes were much appreciated.

We saw from the minutes of the staff meetings they were fully informed of what was happening in the service and any incidents were shared for lessons learnt. The provider encouraged an open-door policy where staff could feel comfortable sharing concerns and suggestions with leaders. There were recognition programs that celebrated positive behaviours, compassionate care, and teamwork. For example, staff were rewarded and recognised as a team as they often all went above and beyond. Staff were recently given Easter eggs because the team had worked cohesively together when a lot of changes had been made to the scheduling. For 1 staff member who had worked at the service for a long time and had decided to leave, the provider contributed towards a leaving party.

The service had an equality, diversity and human rights policy in place looking to ensure employees and people using the service were not discriminated against.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support.People and their relatives were exceptionally complimentary about the leadership of the service. They were confident in the quality of the service and knew who the management staff were and who to contact should they need to. Staff told us the service maintained very high care standards and that people were very well looked after. One staff member told us, “We are supported in all the right ways to make sure we get it right so that people always get the best care.”

 

There were strong links with the local community and the service worked in partnership with key other agencies. For example, staff were supporting 1 person with complex needs who had been let down by their last provider. Staff worked collaboratively with specialised health professionals and the family to develop a detailed, person-centred care package that fully met the persons complex needs. Regular meetings took place to review and set goals for the person and to ensure they were happy with their care. In addition, the provider worked closely with occupational therapists because the person required specialised equipment. This ensured a smooth transition from a care facility to home.

The provider regularly worked with physiotherapists to ensure people were keeping up with the exercises they had been provided with and ensured staff carried these out on their visits. The registered manager also took a person to their appointment to be assessed for an exercise plan for staff to follow. The provider often went over and above to ensure people were supported in the community. One person liked to go swimming but became anxious without the right support. Staff built up positive relationships with the staff at the leisure centre had developed a regime to ensure the care staff and the staff at the leisure centre worked together to avoid and unnecessary anxieties.

The provider had built up good relationships with community projects such a local Wednesday club and several people using the service attended this. The provider also arranged for the staff to attend some of these with people to make them feel less anxious. The provider also worked with a local charity who offered support in the community and ran events such as coffee mornings. Staff attended these with people and also used their maintenance man when people needed support with minor jobs around the house such as changing light bulbs.

The provider continually worked with other health professionals to maintain a high standard of care for people, share ideas, listen to advice and even organised for some of them to visit staff at the office to give the team more in-depth insight into their roles and expertise.

The service was transparent, collaborative, and worked in partnership with key organisations to support care provision, service development and joined-up care. There were excellent avenues of communication with other health professionals such as GP surgeries, district nurses, occupational therapists, physiotherapists, specialist nurses, social workers, local groups and leisure centres.

The care manager informed us, “We feel working in partnership with clients’ families and sharing ideas with them is such an important part of our role. For instance, when a clients family member went away, we took over extra responsibilities. We worked with the family and the client to ensure nothing would change for them in terms of their routine.”

We received overwhelmingly positive feedback from the health and social care professionals who worked with the service. One said, “Active Care are proactive and work with the patients to plan weekly structure and support for the patient to access local groups, activities, meal preparation and shopping.”

There were strong links with the local community and the service worked in partnership with key other agencies. For example, staff were supporting 1 person with complex needs who had been let down by their last provider. Staff worked collaboratively with specialised health professionals and the family to develop a detailed, person-centred care package that fully met the persons complex needs. Regular meetings took place to review and set goals for the person and to ensure they were happy with their care. In addition, the provider worked closely with occupational therapists because the person required specialised equipment. This ensured a smooth transition from a care facility to home.

The provider regularly worked with physiotherapists to ensure people were keeping up with the exercises they had been provided with and ensured staff carried these out on their visits. The registered manager also took a person to their appointment to be assessed for an exercise plan for staff to follow. The provider often went over and above to ensure people were supported in the community. One person liked to go swimming but became anxious without the right support. Staff built up positive relationships with the staff at the leisure centre had developed a regime to ensure the care staff and the staff at the leisure centre worked together to avoid and unnecessary anxieties.

The provider had built up good relationships with community projects such a local Wednesday club and several people using the service attended this. The provider also arranged for the staff to attend some of these with people to make them feel less anxious. The provider also worked with a local charity who offered support in the community and ran events such as coffee mornings. Staff attended these with people and also used their maintenance man when people needed support with minor jobs around the house such as changing light bulbs.

The provider continually worked with other health professionals to maintain a high standard of care for people, share ideas, listen to advice and even organised for some of them to visit staff at the office to give the team more in-depth insight into their roles and expertise.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.The registered manager told us they closely reviewed and monitored all accidents and incidents. Records showed timely action was taken to reduce the likelihood of repeat incidents to ensure people received safe care. There was a particularly strong emphasis on continuous improvement and finding new ways to improve the care people received. The management team encouraged staff to suggest ideas for improvement and innovation and spent time listening to them. One staff member told us, “We are always encouraged to give our opinions and ideas. If you have any ideas, they listen and take it on board.” Staff members were encouraged to go to the office and complete self-reflection if an incident occurred so they could learn from it.

The care manager told us, “We believe it is important to ensure staff feel heard and have the opportunity to help shape positive change and learning. We self-reflect in 1-1 meetings and after spot checks, we ask if there is anything they feel would benefit them regarding their training or day to day. As team we often get together to share ideas and we give the team the opportunity for a round table at the end of the team meeting. They often share ideas regarding clients and how they have made positive changes or how they have dealt with a difficult situation and how they have learnt from it.”

As part of the providers governance process the provider monitored their quality checks and completed a quality assurance report. The senior team reviewed and summarised any lessons learnt, what they had done well and areas they could improve. They made an action plan with goals set for the following year. Feedback from staff was always listened to and considered. For example, 1 member of staff found the online training extremely difficult. The in-house trainer set up sessions for the staff member to go to the office to complete the training with the support of the in-house trainer.

Every year the provider sent out a survey to people and relatives based on the CQC key lines of enquiry to gain feedback and make improvements where suggested. Senior staff reviewed these and put action plans in place to address areas for improvement. Feedback from people about the surveys was that they were overwhelming. The provider made changes to the surveys based in the feedback and now send them out in 2 parts making it easier for people to give feedback.

The care manager completed training recently and based their research project on service improvement, gaining insight from both people and relatives and staff by using questionnaires and interviews to support the outcomes. This gave the management team a good oversight of how the service was operating and areas for improvement.

The service was changing to a paperless company and were learning how to use more digital systems. They had considered that not all of the staff team were able to use the electronic systems with ease and had made the care coordinator the digital lead.