Helping Hands Chesterfield

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 was passionate about leading the service to provide consistently high standard person-centred care in line with the provider vision and strategy. People consistently told us the service delivered was person centred and individualised.

Staff understood the aims of the service. One member of staff explained to us, “The vision and values of the service is providing high-quality person-centred care, promoting independence, safety and respect. Making sure the carers and the care users are safe and comfortable. Focusing on individual needs, privacy and dignity, enabling people to remain in their own homes.”

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 registered manager was new to the location, having been in post for only 12 weeks. The changes in systems introduced by the registered manager to improve communication had begun to be successful. One person’s relative told us, “Communication has improved and the new manager has been out to meet [Name].”

Staff were complimentary about the new registered manager. One member of staff told us, “Since new management has come in there has definitely been improvements within the company, and I feel more positive about my role as a care assistant.” Another member of staff said, “Our branch manager is fairly new to the post; however, I feel they will be a good leader for the team going forward.”

The registered manager was receptive to answering queries during the assessment and was responsive to feedback. This included an open discussion of the CQC scope of registration to explore the regulated activity provided and the right support, right care, right culture guidance relating to supporting people with a learning disability and autistic people.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The provider implemented policies and procedures to support staff to raise concerns, including a dedicated email address for staff to access. Staff understood how to raise any concerns they had and felt confident these would be addressed.

One member of staff told us, “From my perspective, my manager and the office team are visible, approachable and supportive. If I have any issues whatsoever, I have no hesitations in contacting the branch team.” Another member of staff told us, “I can speak up about things when I need to, I just call the office and ask for chat or go in and someone is there and willing to speak to me anytime. I have recently expressed some concerns, and since I have been supported by the office staff, who have ensured my wellbeing.”

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 implemented policies which promoted equality and diversity in the workplace. Staff were given opportunities to develop through planned supervision, staff meetings and training. The provider understood the importance of ensuring people were respected and treated fairly in the workplace. Staff felt valued by the provider. One member of staff told us, “I think we [staff] are treated fairly and equitably, I don’t have any concerns surrounding this.”

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.

The provider implemented robust governance systems. Regular compliance audits were carried out to manage the overall running of the service such as health and safety, medicines and care records. Actions were identified and addressed to improve the quality of the care provided, promoting best outcomes for people. This was recorded in a service improvement plan developed by the provider.

The registered manager understood their legal responsibilities to promptly inform CQC of any notifiable incidents. The provider had systems to support and oversee this process.

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.

The registered manager understood the importance of collaborative working. Case studies evidenced where working with other professionals had ensured improved outcomes for people, including the increase in independence and reduction in need for care to be provided.

Systems had been introduced to the service to ensure important information relating to people and their needs was captured and acted on in a timely way. Staff understood the purpose of this system and implemented the reporting procedure. Staff did comment there were still improvements to be made in respect of visiting professionals providing feedback to the service.

Visiting professionals had recommended the service to people, resulting in care being arranged and delivered.

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 had systems in place to learn lessons and drive improvements. Systems were in place to analyse learning from areas such as accidents and incidents, complaints and safeguarding. The provider service improvement plan captured the areas being developed within the service, including feedback from stakeholders.

The registered manager worked with stakeholders to understand why things went wrong and involved them in finding solutions. One relative told us, “The managers are responsive to me and worked with me to resolve any queries I have had.”