Beloved 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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last inspection we rated this key question good. At this assessment the rating has remained 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 71 (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 community. Staff understood the shared vision and their role in delivering this. A staff member told us, “Our mission statement is to deliver the highest quality of person-centred care to all our clients at all times.”

The provider had 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. Leaders had the skills, knowledge, experience, and credibility to lead effectively. They did so with integrity, openness, and honesty. One person said, “I do not know what we would do without them, especially the registered manager. They are always so helpful.” The provider, also the registered manager, told us they were personally committed to ensuring staff felt valued and empowered as employees. Staff consistently told us how supportive the registered manager was and felt able to approach them with any issue, including non-work related. A staff member told us, “Whenever I have concerns or need something they always give me advice. They are very good with communication. At first it was hard for some of us to understand the pronunciation as we are from a different country, but they supported us well.” Another staff member said, “This has made me feel more confident in my role and made people more confident with us.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt able to speak up about any concerns they had and had access to information about whistleblowing and freedom to speak up processes. One staff member told us, “I am confident in speaking up as I know they [management] will listen to me. We are always encouraged to do so even in our staff meetings, they ask for our feedback.”

The provider valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them. The provider had an open, inclusive recruitment policy and staff felt they were treated fairly and could raise concerns with the provider if needed. Staff said they felt happy working for the provider and were able to request extra support or training if needed. One staff member said, “They [management] have said if we feel we need more training and clarification we can let them know so they can arrange this and help us.” The provider recognised the value of vocational training for which staff members from overseas countries were not eligible to access funding. The provider responded by registering themselves as a formal training academy. This has enabled those interested to access support and continue their learning and development. This had enabled staff to feel more confident in performing their duties.

The provider had clear responsibilities, roles, systems of accountability. They used these to manage and deliver good quality, sustainable care, treatment, and support. There was a service improvement plan in place, detailing how the provider planned to develop the service and demonstrated their commitment to continuous improvement. The electronic care planning and monitoring system enabled the provider to constantly monitor and review the quality of services provided. However, we Identified some improvements were needed with regards to including sufficient detail within some care plans, risk assessments and medicine records which had not been identified through governance systems. We raised this with the provider and discussed the need for existing governance systems to be reviewed.

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 worked with a range of healthcare professionals such as liaising with the National Health Service [NHS] training for providers. The provider supported people to be engaged in their local communities and worked closely with relatives to ensure people’s needs were met. One relative said, “They do anything [Name] needs. They take her to mass on a Sunday and take her shopping. They take her for bingo when she wants. They take her to any appointments if I cannot as I do not live close.”

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. The provider made available extra training for staff to improve their skills and knowledge. Systems were in place to continuously assess and monitor the quality of care being delivered and identify areas for learning and improvement.