Pharma 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. 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. The provider was previously in breach of the legal regulation in relation to good governance. Improvements were found at this assessment and the provider was no longer in breach of this regulation.

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 promoted a culture within the service that was person-centred which ensured people received care that met their needs. The provider had developed a philosophy which identified how they approached their duties and responsibilities as a provider of social care. Care workers completed training on equality and diversity and information on the philosophy of the service was included in the staff handbook. The registered manager demonstrated they understood the responsibilities of their role in relation to the duty of candour, they said, “It is beings transparent as a provider and being transparent to service users and next of kin if anything goes wrong.”

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. Care workers felt supported by the registered manager, their comments included, “Yes, because my company always understands our circumstances” and “The management team is good, Pharma Homecare not only provides training they also treat their staff and clients as a family members and teach us to work with clients as a part of the family. They provide us mandatory, required and practical training as well and if anything happens, they inform us by email and by call. Also, we have a good bond with our manager.” The registered manager kept up to date with best practice and completed training. The registered manager worked with a care coordinator who supported the care workers.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Care workers felt able to raise any concerns about the people they supported with the senior staff. The registered manager told us there was a whistleblowing policy and information how care workers could raise concerns was included in the staff handbook as well as discussed at team meetings.

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 registered manager told us the ethnicity of the care worker reflected the local community. Relatives said they were happy with the care workers who visited their family member and they a good relationship with them. Care workers felt they were supported by the senior staff, and they would recommend Pharma Homecare Ltd as a place to work as well as a company to provide care to a family member. The registered manager explained during the initial needs assessment the person was asked if they would like a male or female care worker, and if they had any language preferences.

The provider had developed a range of quality assurances processes to monitor the service and make improvements to the quality of care provided. There were audits carried out on care plans, medication records and the visit records. If an issue was identified during the audits the registered manager took action to make improvements. The provider had a contingency plan in place which identified the actions that could be taken if an issue occurred which may impact the provision of people’s care. The service had a system to ensure people’s records and data was stored securely which reflected best practice.

The provider worked in partnership with healthcare professionals and external organisations. The registered manager confirmed they worked with GP’s, district nurses, pharmacists and social workers. They also explained they attended the registered manager’s networks provided by skills for care and 3 local authorities to develop relationships with other providers and keep up to date with best practice.

The provider focused on continuous learning, innovation and improvement across the organisation. 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 a range of policies which reflected current best practice, and these were discussed with care workers to ensure they were aware of current legislation. The registered manager told us that following the investigation into an incident or complaint they would share any lessons identified with the care workers. Care workers were supported to complete a range of training which provided them with guidance on how to provide safe and appropriate care which met people’s needs.