- Homecare service
Trustmark Care
Report from 6 December 2024 assessment
Contents
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
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. This is the first assessment for this service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created helped assure the delivery of high-quality 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 management team had a shared vision, strategy and culture. The provider was clear about the direction they wanted the service to develop in and had recently undertaking additional training to enable them to support people with more complex needs. The registered manager described their philosophy as, “Valuing the person as a person and not seeing them as a medical condition or syndrome.” They shared this with staff during staff meetings and individual supervision meetings speaking to them about “any issues which they may have and helping staff understand people’s rights to make unwise decisions”.
Capable, compassionate and inclusive leaders
There were 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. Both the registered manager and provider continued to undertake regular training to further equip them to run an effective service which met staff and people’s needs. Staff were positive about the support they received from the management team, felt able to raise any issues or suggestions and were confident any necessary action would be taken. For example, staff members told us, “Yes, they would act on it and tell me an outcome”, and “Yes, when I have raised concerns before they have taken action and sorted this”.
Freedom to speak up
The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was regular engagement with people and their representatives and a focus on supporting people to thrive, develop skills, have new experiences and live the life they choose. People and family members were able to name the registered manager and main office staff member. The provider had undertaken staff and service user surveys. Responses showed staff and people knew who the registered manager was and how to contact them. Records of complaints showed people and staff felt able to raise issues.
Workforce equality, diversity and inclusion
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. There was an open, inclusive recruitment procedure. The registered manager described how they recruited staff based on their compassionate natures, skills and experience. All staff all said they felt happy working for Trustmark Care.
Governance, management and sustainability
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. There was a management team (provider, registered manager and office staff) in place who understood the service and the actions required to ensure good quality sustainable care. A service improvement plan was in place to identify, promote and monitor that any necessary improvements were being made. Where we identified areas for improvement prompt action was taken.
Partnerships and communities
The management team 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 registered manager discussed their links with local health and social services teams and understood how to seek support from them when required. External professionals were very positive about the management team.
Learning, improvement and innovation
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. The registered manager told us they attended various health and social care forums which they identified helped them keep up to date. The views of staff and people were actively sought both formally and informally. Team meetings were held regularly with staff encouraged to discuss any ideas for improvement or innovation. One staff member told us, “We have them [staff meetings] regular. I couldn’t attend the last one but got minutes.”