Home Instead Burnley

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. 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 promoted high-quality, person-centred 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 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. People, their relatives and staff felt listened to and everyone felt their views were valued and respected. The management team ensured staff were involved in company strategies and valued them as equal players. The registered manager said, “If you value your staff, they will value our clients.”

The provider 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 management team understood their legal requirements and ensured any notifiable incidents were reported to the correct bodies.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Home Instead Burnley had a whistle blowing policy and staff felt confident they would be able to identify poor care and would be supported to raise their concerns. Staff had confidence the management team would respond in a timely and appropriate way to resolve any concerns. One staff member said, “I am confident my management team would act accordingly on such information [concerns]. If I had further concerns, I would contact the CQC directly.”

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 provider had policies and procedures in place to ensure workforce equality, diversity and inclusion was promoted. Staff had access to the employee assistance programme for emotional support, practical advice, legal support and well-being assistance. Staff were awarded ‘care professional of the quarter’ when they went above and beyond expectations. Staff told us they felt supported by a competent management team. One staff member, said, “I believe that my manager is fair in handling any concerns of each and every employee. Also, I feel very at ease whenever I have to talk to them regarding my work.”

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. Systems in place to monitor the service were effective and ensured the service was operating in line with provider expectations. Spot visits were carried out to ensure care and support was delivered in line with people’s care plans. Daily huddles took place every morning to reflect on the previous day and to discuss goals for the coming day. This ensured all staff had a clear picture of what was expected and were knowledgeable about any updates.

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. For example, the staff team worked alongside one person’s GP and physiotherapist to complete exercises to maintain their therapy plan. The provider also built links with the community by supporting people to access a local community dementia club. They also had links with the local stroke association and Parkinsons disease nurse.

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. The provider carried out satisfaction surveys and gave people and their families several opportunities to share their feedback. Intelligence gathered was used to improve the service.