Fawaz Homecare

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

There was a positive culture based on meeting individual needs. Staff were able to speak up and felt the service was well managed. The provider had a range of audits and quality assurance tools in place to monitor the quality of care being delivered. The registered manager worked with staff to help ensure staff had the training and information required to provide a good level of care. However, we did find in one person’s care records information was not always consistent across the file. The registered manager made the updates immediately and sent us copies.

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.

Staff spoke positively about working for the service. One staff member confirmed, “I love what I’m doing.”

The provider had policies and procedures in place to promote the values of the service and to provide staff with clear guidance for best practice. The provider held regular meetings for staff where they had the opportunity to provide feedback.

Staff felt well supported. They told us the registered manager was approachable and listened to them.

The registered manager had a good oversight of the needs of individual people and staff. They were suitably qualified and experienced.

Staff told us they were able to raise concerns with the registered manager. Staff confirmed there were regular team meetings and one to one supervisions where staff could also raise any concerns about the service.

Managers had an open-door policy and welcomed feedback from staff. There were procedures for responding to concerns and to support staff to feel confident speaking up.

Staff told us they felt they were treated well and their needs met.

The provider had procedures to support staff and make sure they had the opportunities they needed. For example, supporting pregnant staff or those with a disability.

As it was a small service, and the registered manager was part of the staff team proving care, they had a clear overview of the service and could address any issues immediately.

The provider's policies and procedures reflected legislation and good practice guidance. The registered manager was clear about their role and kept themselves up to date with relevant guidance and legislation. Staff understood their role and responsibilities. The provider had systems for assessing, monitoring and mitigating risk and improving the quality of the service.

Relatives confirmed they managed the communication with healthcare professionals rather than the staff.

We were unable to gather any direct feedback from partners.

As both people who used the service lived with relatives who were their primary carers, most of the provider’s collaborative work was done with the relatives.

The registered manager confirmed checks and audits were undertaken to help ensure continuous learning and improving care

The provider had systems for monitoring and improving the quality of the service. These included audits, surveys, spot checks to observe staff, regular staff supervision and feedback from people using the service through telephone calls, visits, and reviews. However, these were not always effective as they did not always identify the inconsistencies across one person's records. The provider corrected this immediately and sent us updated copies of the care records.