Right at Home Lymm and Warrington South

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.

Staff were supported to provide care that met people’s individual needs and reflected the aims of the provider. Staff had access to the training, support, procedures, and systems they needed to deliver person-centred support. The provider used quality audits, staff supervision, and effective communication systems to maintain and improve the quality of support.

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 provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt supported and able to raise any concerns about care practice and systems were in place to enable them to do this. A whistleblowing policy was in place as well as information for staff regarding external agencies they could speak with if they were concerned. Staff were aware they had a duty to speak-up if they identified poor practice.

The provider promoted an inclusive and supportive culture that valued workforce diversity. An Equal Opportunities Policy was in place, and staff had access to equality and diversity training. Reasonable adjustments could be made, where appropriate, to reflect individual circumstances.

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.

A member of the quality team within the wider organisation and the registered manager used quality audits which provided an overview of the quality of support and highlighted any shortfalls if they occurred. They used these audits to improve the support provided to people. When issues were identified, a timescale for action was put into place with a view to resolving them. Staffing was organised around people’s individual needs.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

As part of this assessment, we contacted an external agency that worked closely with the service to support some people. They told us, “Right at home continue to work well with us providing fast responses and implement care appropriately.”

The provider had strong links with the local community. They gave examples of events they had organised and advice they had provided to help older people maintain their wellbeing. The provider was actively involved in the local community and regularly took part in community events.

Staff supported people to access local facilities and take part in community activities. staff supported people to attend local churches and luncheon clubs. They also gave examples of how they worked with people and their families to provide support that met their individual needs. Community participation had also involved fundraising events. The provider had sought to initiate and strengthen partnerships with the community and individuals.

The provider demonstrated a commitment to learning and improvement. Learning from incidents had informed service development, including the introduction of a structured falls response process with trained staff, physiological monitoring, defined escalation pathways and appropriate equipment. The provider also used technology to support people’s health monitoring at home, working with primary healthcare professionals to share information and support clinical oversight. These developments showed how learning and innovation were used to improve people’s safety, independence and health outcomes.