The Right Home Care Team 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 management team and staff were committed to providing a service in line with their person-centred approach to deliver safe, effective and compassionate support.

One person told us, “They are the best care agency in the area. The standards are excellent, they care, I have no complaints”. One relative told us, “It’s a good service, we would not move to another one”.

Staff consistently expressed appreciation for themselves and the people they supported for being valued, included and felt part of a family. One relative told us, “You can see how much [relative] cares for them [staff], they are just like family”.

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 engaged with the assessment openly and honestly. The provider had identified where improvements could be made and the management team had taken action to implement these. The service improvement plan was developed and reviewed to ensure actions were completed.

The provider was committed to developing a stable staff team to deliver a high-quality service. Recent recruitment had been successful and staff turnover was reducing.

The registered manager had engaged with people and staff to support them through changes to understand and implement updated safe practices.

Staff received training and support and were competent and confident to deliver high-quality care. The provider had developed a qualified and competent training team to provide responsive and timely support as required.

People told us they knew how to contact the office and would not hesitate to contact the registered manager if they had any concerns. One relative told us, “The [registered] manager is great, we can ask for anything, nothing is a problem for them.”

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. Staff understood how to raise any concerns they had and were confident these would be addressed. Staff were comfortable to use the office during their breaks and went there to seek support if required. One member of staff told us, “It is a nice company, I enjoy coming into work, people are friendly. Any issues or concerns are dealt with – I am happy to talk to anyone in the office”.

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 has identified where improvements could be made to accurately record staff supervision. 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, “Staff are as important as the clients, we are supported with what is important to us, too”.

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 developed and implemented systems to ensure good governance. Regular compliance audits were carried out to manage the overall running of the service such as health and safety, medicines and care records. The registered manager prepared monthly quality governance reports which provided an overview of the service delivery audits carried out. This report identified any variances to performance targets, lessons learned and changes implemented. This information was recorded in the service improvement plan.

The registered manager understood their legal responsibilities to promptly inform CQC of any notifiable incidents.

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 and developed good working relationships with professionals involved in the service, for example, pharmacist, therapists and nurses to ensure good outcomes for people. One professional told us, “We have developed a collaborative approach which enables timely interventions, adjustments to care, and effective communication, helping some of the most vulnerable members of our community remain happy, healthy, safe, and well-supported in their own homes. We have no hesitation in recommending Right Home Care's services.”

The registered manager also worked closely with a local hospice and community transport provider.

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 had been developed by the provider 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.