Right at Home Calderdale

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 service 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.

There was a strong consensus of shared vision and values, expressed by staff and leaders in the service. The service’s policies reflected these shared visions and values. When asked about the service’s shared vision and values, one staff member said, “Client centred care, honesty integrity trust”. There were strong vision and values reflected in partnership working with local community services. One professional told us, “They [the service] consistently demonstrate professionalism, sensitivity, and genuine care.”

The service 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.

Staff and people surveys were completed, and these were overwhelmingly positive regarding leaders of the service. One relative told us, “Overall, we’re extremely happy with the service and feel it’s been managed well.” There were processes and policies in place regarding governance, oversight and overall improvement of the service, that reflected capable leadership. One staff member told us, “This [the service] is one of the nicest companies I have ever worked for.”

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

Staff and people told us they were able to speak up to leaders within the service. Comments included, “The service feels well run and supportive.” There were team meetings in place. Staff and people felt able to speak up to leaders about any concerns they had. People and staff told us they felt leaders were approachable and would take swift and appropriate actions when concerns were raised. When asked if they felt able to raise concerns with leaders, one staff member told us, “Yes, they will always listen.”

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff told us there was a diverse workforce. When asked if the service promotes a diverse workforce, one staff member told us, “Yes. There are old and young, and some are 18 and some are 50. As long as you are good at the job they will accept anyone.” Staff recruitment files reflected staff from differing educational and cultural backgrounds.

The service 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.

There was a business continuity plan in place. The service had good oversight from leaders by completing calls logged audits to check staffs’ punctuality of visits and ensure people were receiving their contracted times. One person said, “Everything feels organised enough.” Regular staff memos were sent to care staff with important updates.

There was a governance policy in place. Regular audits were completed to provide oversight and improvement of the service. For example, staff files, care plans, and medication were all regularly audited by leaders. People were also regularly given opportunity to feedback to leaders about their care, and this was well documented. On call audits were also in place and any actions or recurring themes logged and lessons learnt distributed amongst staff. The service also tracked positive events that had occurred. Staff felt there were good management systems in place. Comments included, “The system works well.”

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

The service worked well with the local community and services such as local health services and charities to promote partnership working. One professional told us, “They [the service] were willing right from the start to provide staff and support the group, where they could be on hand if needed with their expertise as care providers.” The service worked well with services to share appropriate information, for example, when raising safeguarding concerns with the local authority. People also felt care was well co-ordinated. One relative told us, “The care feels well-coordinated, and communication between the carers and the office is clear.”

The service 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 service demonstrated a strong commitment to learning and improvement. The service used a system in place to support learning, continuous improvement, and innovation in practice. Case studies were used as a learning tool for staff and leaders. This provided opportunity for reflection and to drive improvement within the service. An adverse events tracker documented any accidents, incidents and safeguarding concerns and provided opportunities around continuous improvement. Staff told us there was a strong focus on learning and innovation within the service. Comments included, “Yes, I think the office are always looking for ways to improve. They are always trying to improve for client and carers.”