E2E Homecare

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• 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

Management oversight arrangements when the registered manager was unavailable were unclear. The quality assurance checks were completed consistently, however the audits lacked meaningful information about the findings and lessons learnt. Staff gave positive feedback about management of the service.

This service scored 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff were clear about their role to enable people to remain in their own homes for as long as possible. Most staff confirmed there was “good teamwork” and said the registered manager was supportive. One staff member said, “I enjoy working for E2E Homecare Ltd because we have a very supportive manager and a good team spirit. We are a very diverse workforce who are all very motivated to work very hard and ensure that all our clients are well cared for.”

The provider lacked a clear vision and set of values which promoted safe, person-centred care and equitable care. These were displayed in the office as a reminder for staff.

Most staff gave positive feedback about the registered manager and leadership. One staff member told us, “I can communicate with my manager or the care coordinator and they do support any good suggestions I make.”

The management arrangements for when the registered manager was not available were unclear. A staff hierarchy chart was displayed in the office, however it was not clear who responsible for fulfilling 3 of the most senior roles. Staff also were unclear about various roles, as well as to the availability of the registered manager. The arrangements for out of hours support and staff access to essential records at these times were also unclear. The registered manager has since confirmed this has been addressed, and additional office staff have been employed.

Staff confirmed they felt able to speak up and were aware of the whistle blowing procedure. One staff member commented, “I’m well confident to raise concerns using the whistle blowing procedure. I haven’t had a reason to raise concerns.”

Staff were provided with a staff handbook, as well as having access to key policies, such as safeguarding and whistleblowing. These policies had been reviewed recently.

E2E Homecare had a diverse staff group and staff praised the provider about this. One staff member commented, “I enjoy that we are a good team of hardworking people from different nationalities. I also enjoy the support that we get from our Manager and the whole management team.”

The provider employed a diverse workforce of both local and international staff. Workforce equality surveys were used to monitor staff wellbeing. Staff had completed equality and diversity training as part of the Care Certificate.

The provider had a plan for the future development of the service. Further work was required to ensure the plan had clear and specific timescales for delivering the planned improvements. Following our visit to the service, the registered manager told us they had improved the service development plan to include specific timescales for delivering the outlined improvements. Staff told us their work was regularly checked to help ensure people received the care they needed.

The provider had quality assurance processes comprising of various audits and checks on people’s care. The audits were completed regularly, however, they lacked meaningful information about how people were being cared for. They also contained very little reflection about areas for improvement and lessons learnt. People completed surveys as part of the provider’s quality assurance process. Feedback had been positive about the care provided.

Partners felt the service could engage more proactively with safeguarding and enable staff to complete additional training.

The provider had developed a service improvement plan. This contained future development plans for the service. However, these lacked specific timescales for delivering the improvements. The registered manager subsequently told us specific timescales had been added to the development plan. Most staff said they were able to provide feedback and were listened to. A staff member said, “I can make suggestions or raise issues, and they are typically listened to, with some feedback provided.”

Weekly meetings and a staff WhatsApp group were used to share important messages and discuss actions and lessons learnt. Manager’s completed unannounced spot checks to ensure staff followed the correct procedures and provided the care people needed. This included checking on safe hygiene practices and hand washing. Staff had regular supervisions where they were able to discuss issues with a manager.