Honest Home Care

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.

The provider was previously in breach of the legal regulation in relation to good governance. Improvement was found at this assessment, and the provider was no longer in breach of this 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.

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.

Leaders were knowledgeable about their regulatory responsibilities and also about the priorities for the development of the service.

Staff were aware of their roles and responsibilities and felt involved in decisions about the service. One staff when asked if they felt listened to when making suggestions for improvement told us, “Absolutely, they are brilliant.”

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.

Systems and processes were in place to provide support to staff and promote a positive, open and inclusive culture.

Staff told us management were approachable, and they felt comfortable speaking with them and raising concerns. Staff were positive about the culture of the service and staff morale. One staff told us, “I enjoy working for the company. I find them very approachable and very supportive.”
Another told us, “All (Names of Managers) are really nice. All really approachable. Appreciate that, as the company I worked for before wasn’t like that. They are always happy to support or help in anyway or bring in for extra training.”

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

Systems were in place for people to speak up and for their voices to be heard. Most people and their families felt that if they raised an issue they would be listened to. However, a few people felt that issues around staffing and call times were not always resolved although they acknowledged they did receive calls to advise if staff were running late. We asked the provider to review rosters to ensure people received timely and effective support.

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.
We received feedback from staff that when needed adjustments were made for them to support them with their personal circumstances. One staff told us about how understanding the managers were, “I’ve been through a tough time at one point, and they gave me time off. They check on you and everything.”

The provider had policies and procedures in place regarding equality, diversity and inclusion and staff had received training on equality and diversity.
 

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 provider had structures in place to monitor and improve the quality of care they delivered. Systems such as audits and quality monitoring were used to check the quality and safety of the service and actions noted to be in place to address issues highlighted.

The registered manager was aware of their responsibilities to notify partners. For example, notifications to CQC and safeguarding alerts.

The provider had a business continuity plan which detailed how they would be prepared for emergencies.

At the last assessment the provider was found to be in breach of the legal regulation relating to good governance. Improvements were found at this assessment, and the provider was no longer in breach of the regulation related to good governance.

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 had a strong commitment to improving the service and were open to suggestions for improvement, recognising the importance of joint working with partner agencies.

Staff were also aware of the value of working in partnership, with professionals, people and with other staff. One staff commented, “If I have any queries I can ask any member of the team.”

Records seen evidenced positive working relationships with other professionals. Advice was sought, and referrals were made in a timely manner which allowed continuity of care. We received positive feedback from professionals. One professional commented, “I have a good working relationship with Honest Home Care.” Another commented, “Management definitely operate an open-door policy.”

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.

The provider was passionate about building a culture focused on improved outcomes for people. Where they saw areas for improvement, they looked creatively at solutions to address them. For example, undertaking training qualifications to allow more responsive and flexible face to face training to be provided for the staff team.

Staff told us they were encouraged to contribute their ideas about the service and were supported to learn new skills as well as develop in their role. One staff told us about training they had been asked to attend and review to see if it would be useful for other staff even though currently, they do not provide direct support for anyone this health need. They commented, “[Person] manages it themselves but good if have someone trained in it.”

People and their families overall were positive on the support provided, “I’ve been really happy with the company. I know [Name] is going to be perfectly safe because they’re coming in.”