My Homecare Sutton and Surrey

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.

This service scored 79 (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 included supporting staff and recognising their hard work. It also included a drive to share and celebrate the diverse needs and backgrounds of their staff and people using the service. There was a focus on quality improvement and striving to learn more and develop.

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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 continued to invest in upskilling themselves and their management team to ensure competent and capable leaders were in place. The registered manager told us, “I’m always trying to learn. You meet people who are doing the same job and we share and learn new things. We are a good community who support each other. I give myself targets. I’m conscious to be human and not always be behind a laptop. I don’t want to get stuck in my ways. So, I like to get out and about.” Staff were complimentary about the registered manager and the senior management team. They found them approachable and supportive.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt able to speak up and have open conversations with the registered manager and members of the management team. A whistleblowing policy was in place.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them. Staff felt well supported by their manager. They felt the organisation recognised their individual needs and provided additional support where required. The provider had improved their flexible working arrangements and tried to accommodate staff’s personal needs as much as possible. A care worker told us, “The support I had from them was amazing. I couldn’t have asked for anything better.”

The registered manager had set up groups of staff who had different cultures and backgrounds, so they would train and work together to share their own experiences and get more information about cultures and religions. The registered manager told us, “You can constantly learn new things from each other.”

The registered manager put in place opportunities for staff to get together outside of the work environment. They told us this helped them to get to know their staff personally and enabled open conversations so they could get to know their staff better.

The registered manager reflected on events that impacted upon staff. After an adverse incident, the registered manager implemented a new mental health risk assessment which staff could use as an early indicator that people’s mental health was in decline, so additional support could be put in place.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. A clear governance system was in place to provide good oversight of key areas of performance. These systems were effective in identifying areas that required improvement and taking appropriate action to address any concerns and ensure people received high quality safe care. This included a regular programme of spot checks so the management team could check that care workers were delivering care and support in line with people’s needs, wishes and the provider’s policies and procedures.

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.

People felt involved in their care and staff worked in partnership with them. People and relatives said, “Once a year they do a review and we talk then”, “I have a review every year and they take my comments then” and “They come over and we do it (their care review) together.”

Care workers felt listened to by the management team and felt there was good partnership working. One care worker told us, “When I go in the office or when chatting to them on the phone, when I suggest things particularly about how to support an individual client they listen.” There were regular staff meetings where staff could raise any suggestions and staff worked together to share learning and improve practices.

Feedback forms completed by people and their relatives showed that people felt involved in their care, trusted their care workers, felt their care met their needs and that care workers respected their homes.

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 and research.

There was a commitment to continuous improvement. There were systems in place to review key performance data and use this data to make improvements. This included learning from complaints and concerns. The electronic system had been updated to enable care workers to review the action taken by senior staff when concerns were flagged so there was transparency about what action was taken in response to any concerns or incidents raised. A continuous improvement plan was in place and the registered manager regularly reviewed progress against this plan.