Hope Health Kare Limited

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 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 provider’s vision was to provide reliable, respectful services which enabled people to retain independence in their own homes and enjoy a high quality of life. Feedback from members of staff indicated a positive staff culture where new ideas and suggestions about delivering care and support were welcomed. A member of staff said, “[The provider] has enrolled [member of staff] to do various courses on staff development. We also have an open line to the registered manager, if we have an issue where we feel might need them, we are welcome to talk to them.” Another member of staff told us, “Yes, we are always encouraged [suggest new ideas about care] in our regular staff meetings and members of staff do so many times.”

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 knew their service and understood the needs of people they supported. Members of staff received supervision sessions and the registered manager carried out spot checks on the quality of care and support provided to people. People were positive about the leadership and responsiveness of the service and they confirmed the office phone was always answered very quickly and all the contact numbers, including the out of office hours numbers, were in the provider’s brochure. One person said, “When I call, I always get through without leaving a voicemail. That is impressive.” Another person told us, “[The provider] is just a call away if I need anything and I get straight through to them.” A member of staff said, "The registered manager is very approachable and available when we need advice or guidance. They provide regular supervision, spot checks, and staff meetings, which give us the chance to raise any issues and receive feedback. They also make sure we have up-to-date training, clear policies, and the resources we need to deliver safe and consistent care.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistle-blowing policy in place and members of staff spoke positively about the availability of support from the management team.

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 management team carried out regular reviews and supervision of staff. There was a focus on interpersonal skills and relationships. The provider had an equality, diversity and inclusion policy in place. Members of staff had not raised any concerns about inequalities in the workplace. A member of staff said, “l have regular 1-1 supervision session with my line manager and also appraisals where we discuss about how things are going, any challenges I am facing and areas for 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. The registered manager had oversight of the review and audits completed by the management team. We saw evidence of audits and reviews which ensured a consistent approach to monitoring the quality of care and support. The registered manager had identified some cultural differences and provided additional training and support for members of staff to ensure positive outcomes for people. The registered manager carried out spot checks on delivery of care and support by members of staff and talk to people about their experiences of care to identify any additional training needs. Caring practice and performance was discussed in team meetings.

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. We saw evidence the provider worked in partnership with health and care professionals. Appropriate information was shared with local partners to improve outcomes for people or to highlight concerns and ensure action was taken.

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 had reflected on the outcomes from the previous inspection and identified where they needed to make changes and developments to embed improvements.