Alina Homecare- Epping and Loughton

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 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 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. Staff and leaders placed people at the centre of the service, adapting the service to meet their needs and working collaboratively with them, seeking continuous feedback to make improvements. Staff spoke positively about the culture of the service and how this empowered them to deliver good quality care to people.

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. Staff told us leaders were visible, approachable and supportive. People and their relatives told us the registered manager was easy to talk to and prompt to take any action needed. One person said, “If ever there is something that needs sorting, I contact [registered manager]. They are so proactive, it gets sorted out straight away.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt comfortable speaking to any member of the management team if they had concerns. Staff had access to information about whistleblowing and speaking up if required.

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. The service had policies in place to support fair and inclusive recruitment, induction and training for all staff. Staff told us they were able to request any additional support they required.

The service 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. Leaders completed a range of management checks and audits to monitor the quality and safety of the service. Where issues were identified, there was a clear process for recording what actions had been taken and how these were being reviewed to ensure improvements were made.

The service understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning internally and and collaborated with others to drive improvement.

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. Leaders worked closely together to continuously assess and monitor the quality of care being delivered and identify areas for learning and development.