Trust Homecare Solution South Suffolk 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 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 inspection 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 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 service 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 registered persons were able to share their visions and values, and these were displayed on the office wall and on their website. People told us at that staff were caring and met their individual needs well. Staff told us that they were encouraged to give ideas to improve the service, they received regular feedback and compliments. A relative told us staff were quick to make changes to improve the quality of engagement with people who lived alone.

The service 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 and other leaders were experienced in care provision and retained a hands-on approach to providing care to people. People told us that leaders often went the extra mile, to do little extras, such as shopping and increasing support to give loved one’s respite. People and relatives gave examples of leaders responding quickly to suggestions for improved care, such as introducing communication between two different care agencies through written handovers.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager regularly requested feedback through questionnaires and external feedback sites. The provider had a core of regular staff who were not yet working their full contract hours, but the provider had plans to increase their care portfolio by registering with the local authority.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us that they were encouraged to speak up if they had concerns, or if they thought the service could be improved, although had not had to make suggestions.

The service fostered a positive culture where people felt they could speak up and their voice would be heard through questionnaires and in person conversations. The provider told us they were paying staff for their contract hours in line with sponsorship responsibilities, although they did not have enough hours to fulfil these. They were attempting to increase their care portfolio by registering with the local authority. The provider had a contingency plan should staff be unable to cover shifts. However, due to the small size of the team and hands on approach, this had resulted in some quality reviews, including observations, supervisions and competency sign off, lacking formal recording. This had not impacted on the care provided and the registered manager and governance lead immediately began to update their processes for recording and provided some examples of changes following the inspection.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. We saw examples of how the manager shared information and made referrals to various health and social care partners, to ensure that people's needs were met. Including working with social workers, palliative care nurses, pharmacists, and GPs.

The service 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 contribute to safe, effective practice and research. The manager was registered with various statutory organisations, receiving the most recent best practice updates. They had ensured that staff had received mandatory training on supporting autistic people and people with a learning disability on the back of changes to legislation.