North Kirklees Domiciliary Care Service

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. At the last inspection this key question was rated good. At this assessment the key question has remained 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 gave high priority to staff morale, retention, and a positive, inclusive working culture. Communication throughout the service was very good and promoted shared ways of working. Team meetings had a clear focus on meeting individual needs and staff were encouraged to reflect on their practice. Where there had been wider organisational changes, this was managed to minimise staff anxiety and retain good morale and teamwork.

There were clear shared values and staff felt they worked collaboratively with management to deliver the goals of the service.

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 passionate about their work and there was strong emphasis on promoting inclusion, trust and communication to ensure the delivery of high quality, compassionate care. The management team accurately appraised their service, recognising the strengths and the priorities for the quality of service delivery.

Staff felt the management of the service was reliable and there was inclusive, supportive leadership. People and their relatives trusted the management team’s capabilities to deliver a high-quality service with integrity.

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

Staff had access to core policies including equality and diversity, whistleblowing, and anti-discrimination policies. Regular staff communications reinforced understanding and application of these policies.

Staff told us they felt highly supported, aware of their rights, and confident in challenging and reporting any safeguarding concerns should these arise. They said the registered manager was very approachable, and they trusted them to take appropriate action should concerns be raised.

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 told us they took active steps to ensure equality, diversity, and inclusion for all staff. These included robust, fair recruitment procedures in line with their policies, to ensure all potential new staff were assessed fairly and to secure a skilled, diverse, and committed workforce. Staff completed an individualised induction programme which included training to ensure they understood their responsibilities to treat colleagues fairly, respect differences, and work inclusively. The registered manager told us staff induction was ‘as long as it takes’ to ensure staff had a fair preparation for their role. The management team modeled inclusive behaviours in their day to day work.

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.

There were clear lines of accountability and there were robust systems and processes to maintain oversight and ensure the safe and effective delivery of care. Policies and procedures were in place and known by staff.

Audits, supervisions, and quality monitoring had a clear focus on delivering high-quality person-centred care.
 

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.

Staff and leaders were open and transparent, and they collaborated with all relevant external stakeholders and agencies. There were respectful working relationships with healthcare professionals to meet people’s individual needs, promoting continuity of care and reducing risk.

One professional said, “The service are continuously keeping me updated with developments, changes to presentation and client wellbeing to ensure they are supported by the appropriate services. They continue to liaise with both health and social care services to gain the best outcomes for the individuals they are supporting.”

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.

There was a firm focus was on providing safe, consistent, and person-centred care to meet the individual needs of each person supported. The service welcomed feedback from others and was considering ways in which this could be developed further to demonstrate how much people’s voices mattered. One healthcare professional told us, “The staff will often find creative ways to engage the clients they are supporting.”

The registered manager maintained close involvement in care delivery, monitoring staff practice and addressing any issues promptly and promoting safe and consistent practice. They were committed to their own professional development and leadership to enhance the quality of the service.