Classic Health Care Solutions-Leeds

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 newly registered 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 provider’s strategy was based to provide high-quality person-centred support and care to people, whilst enabling them to live independently for as long as possible in the comfort of their own homes.

This vision and culture were understood and practiced by staff. One member of staff explained, “[Manager’s Name] is a great manager, she has very high standards, she tells us to present ourselves well in people's homes and that we are there to ensure people get better.”

The registered manager was not afraid to challenge any shortfalls in practice. Staff were supported to further improve the standards of care and support via supervision, training and reflective practice.

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 was also the registered manager. The registered manager was always visible and available to staff and understood the need for staff to feel involved with the strategy they were trying to deliver. The registered manager took a hands-on approach to the running of the service and led by example, fostering co-operative and positive relationships with staff. A member of staff told us, “[Manager’s Name] is so supportive - she listens to me, I can talk to her on the phone, and we have meetings, if I have a problem and I ring she is always there to help. It’s well-managed.”

We received consistently positive feedback about the registered manager. One person told us, “The manager often calls and checks in to make sure I am OK and happy with my care.” An external professional told us, “[Manager’s Name] is a good leader, she is responsive.”

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

People and their families were involved and consulted in reviews about their care and support needs. People and their relatives told us there were multiple opportunities to have their voice heard, and that they could speak up at any time. One person told us, “I get sent a questionnaire. I’ve got no issues at all, but if I did, I would raise them with staff or the manager.” A relative commented, “[Manager’s Name] does check in to make sure we are happy and invites our feedback.”

People were able to feedback via questionnaires, home visit, telephone calls. The provider welcomed any feedback.

The service understood its obligation to adhere to a duty of candour. When something went wrong, people received a timely apology, and actions were taken to prevent the same happening again. 

Staff were regularly consulted for their feedback through methods such as questionnaires, staff meetings and staff supervision processes. One member of staff told us, “We have regular meetings, and I can speak up.”

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.

Processes were in place which helped to protect the rights of staff under the Equality Act. Risk assessments and any reasonable adjustment measures were used if appropriate. This helped to create a more equitable and inclusive organisation.

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.

Governance tools, such as audits, were used effectively to monitor and improve the quality of care. Quality frameworks, recognised standards and best practice guidance were used to help improve equity in experience and outcomes for people.

Policies and procedures helped staff understand their role and responsibilities. The registered manager was able to account for the actions, behaviours and performance of staff. For example, by using supervision, appraisal and regular competency checks.

Audits and governance processes such as the analysis of accidents and incidents enabled a proportionate approach to managing risk. These processes helped to ensure the service had an accurate picture of risk to the safety and quality of the service at any one time.

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 provider was open and transparent, and collaborated with relevant external stakeholders and agencies. For example, we saw how staff engaged with external health and social care specialists to meet people’s specific needs. One external professional told us, “For 1 person who had challenging behaviours at time, staff knew how to handle him and manage the situation successfully to meet his needs.”

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.

Processes were in place to help to ensure that learning happened when things went wrong, and from examples of good practice. For example, learning took place in staff meetings and during supervision processes. Staff were supported to develop their skills around improvement and innovation. The registered manager told us how they were in the process of arranging more staff training topics to take place on a face-to-face basis to further aid staff learning and development.