Loving Homecare Ltd

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. This is the first assessment for this newly registered service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care. We assessed 8 quality statements in the well-led key question. Although written audits needed some further development, the registered manager demonstrated a good understanding of their role and accountability. The registered manager valued their staff team and promoted a culture of staff feeling valued. Processes were in place to ensure any concerns were listened to and acted on appropriately. The manager promoted a culture of learning and improvement, which was understood and practices by staff to help further improve standards in the safety and quality of the care being provided. The service worked in collaboration with external health care providers to help improve the quality of people’s experiences.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Feedback from leaders confirmed they understood a shared vision and strategy to meet people’s needs in a holistic way. The registered manager explained, “My culture and direction start when I hire staff. At interview I will make sure they are able to work the way we work. I ensure we have open communication.” The registered manager also explained how they shared the culture of the service with the community. They explained, “We have links with black health initiatives and black elders associations, they give us feedback about the community and the needs. I go to centres and express what we do, I give out leaflets. This has really helped people who have not known where to go for help and helping to break down the cultural barrier about seeking help for care needs outside of the family.”

Processes were in place to help staff and leaders demonstrate a positive, compassionate, listening culture, focused on learning and improvement. Policies were in place to help ensure equality and diversity were promoted. We saw how people’s protected characteristics did not act as a barrier to accessing care and support.

Feedback from leaders confirmed they had the experience, capacity, capability and integrity to ensure the organisational vision was delivered. The registered manager told us, “I am positive and like to inspire staff. This service was born out of a passion and desire to provide the best quality care for people, the kind of care you would expect for yourself or your family.”

Processes were in place to recognise positive staff practices, which evidenced leaders were compassionate and inclusive.

Feedback from leaders confirmed they fostered a culture in which people were encouraged to speak up. The registered manager told us, “It’s important to give people and staff a voice about any barriers and what they want to change.”

Although the service had not received any complaints, processes, such as a complaints policy, were in place to help ensure when concerns were raised, leaders investigated, and lessons were shared and acted on.

Feedback from leaders confirmed action was taken to help prevent any disparities in the experience of staff with protected equality characteristics.

Processes were in place which helped to protect the rights of staff under the Equality Act. Risk assessments and any reasonable adjustments measures were located in staff’s personnel folder. This helped to create a more equitable and inclusive organisation.

Feedback from leaders confirmed information was used to monitor and improve the quality of care and that recognised standards and best practice guidance were used to help improve the safety and quality of care people received. The registered manager explained, “It’s not just about being a leader, but guiding staff to understand the importance of improvement.”

Although some audits required further development, the registered manager had already identified that audit tools used to identify risk needed adapting to help better meet the needs of people. The registered manager was in the process of transferring to a new electronic system, which was more adept at meeting the needs of the service. Processes were in place to help ensure effective governance, management and accountability. Policies and procedures helped staff understand their role and responsibilities (when a staff team was in place). Processes were in place to enable managers to account for their actions, behaviours and performance of staff, for example, by using supervision, appraisal and competency checks. Audits and governance processes helped ensure the service had an accurate picture of risk to the safety and quality of the service at any one time. Processes were in place to enable knowledge to be shared across a staff team. An open-door policy provided open and transparent communication, enabling staff to raise any issues or suggestions for improved practices.

People’s experiences confirmed staff enabled them to access communities to enable better outcomes.

Feedback from leaders confirmed they were open and transparent, and collaborated with relevant external stakeholders and agencies. The registered manager shared an example of seeking support from both the local authority and the occupational therapy team to provide the necessary aids and support for someone the registered manager had identified as being at risk from their home environment. The changes implemented had a positive impact on the person’s life and led them to being discharged quicker from hospital.

Feedback from partners confirmed the provider worked in collaboration with partners to help deliver a seamless experience. One external partner confirmed, “[Manager’s name] is keen to communicate with other agencies to ensure a joined-up approach to support individuals.”

Processes were in place to help people receive the best possible outcome with regards to their care and support. People’s recorded care evidenced how staff worked with external partners to help ensure people received the right care and support to meet their needs in a holistic way.

Feedback from leaders confirmed they had a good understanding of how to make improvement happen and how improvement was an ongoing process. The registered manager explained how they continuously adapted policies and procedures to remain compliant with any changes in regulations and compliance requirements.

Processes were in place to help to ensure that learning happened when things went wrong, and from examples of good practice. For example, staff meetings and supervision processes. Leaders had a good understanding of how to make improvement happen and were focused on continuous improvement learning and innovation. For example, the registered manager has identified some shortfalls in their current electronic care system and was moving towards an alternative system which was better suited to the needs of people who received care in their own homes.