A Kind Homecare Hinckley & Bosworth

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 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. The registered manager described a culture where people were at the centre of their care and support, care was personalised and staff were valued and respected. Staff shared the provider’s vision of truly personalised care. Comments included, “I feel supported, listened to and valued. The [registered] manager does everything to ensure we have time to provide good quality care to each individual person,” and “Managers are involved with every package of care from the very start. There is such good communication and teamwork here which results in really good care for people.”

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. Relatives we spoke with described how managers naturally became aware of issues that could escalate and took timely action to prevent any impact on people’s quality of care. A relative told us, “The [registered] manager is exceptional; they are involved in everything and always on hand if I need them. I am so lucky.” The management team were visible and led by example. For example, the provider and registered manager carried out home visits and continuously met with people as part of and outside of the care planning process. Staff told us, “[Registered] manager is a workaholic, always available 24/7. They are approachable, knowledgeable and really care about people and value everyone,” and “They [managers] have created really good communication and make sure everything runs well. It is a well managed service with a really good culture. I love working here.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt able to raise concerns or make suggestions and these were always listened to and acted on. Comments included, “If I don’t understand anything or have any concerns, I can always get hold of someone in the office. I am listened to and responded to; managers are very professional. We have a closed communication chat and there is always the on-call system which is responded to,” and “I have called managers with concerns before and they have attended the visit right away and helped to resolve things.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for staff who worked for them. The service strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for staff who worked for them. There was a strong organisational commitment and effective action towards ensuring there was equality and inclusion across the workforce. Discussions with the registered manager showed a high level of empathy towards staff and their individual backgrounds and how these may impact their working and daily lives. They described how adjustments had been made to support staff. This approach had made a significantly positive impact on staff. The provider carried out regular informal reviews with staff to ensure staffs protected characteristics were upheld.

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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. There was a robust governance framework in place which focused on checking and auditing records to ensure they were fit for purpose. We saw managers had acted on any areas that required further development, for example care records, by supporting staff to achieve good practice. The registered manager had recently implemented digital care records and was reviewing systems and processes to ensure these provided clear audit trails and oversight of the care provided.

The provider 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. The registered manager and staff regularly worked alongside other agencies involved in people’s care. They had established links with local community agencies to provide recruitment opportunities to support people to return to employment.

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 contribute to safe, effective practice and research. The registered manager used events and information to drive improvements in the service. For example, they arranged specific training for staff following a person’s change in needs and made improvements to digital care records to support more robust and clearer handovers between staff that people and their relative could understand and access.