Neighbourly Helpers Ltd

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 which was based on the belief everyone with complex needs deserved personal, compassionate and empowering care whilst promoting a dignified approach which promoted independence. Relatives and health and social care professionals believed staff demonstrated these beliefs and people benefited from support which reflected these values. One staff member said, “I am committed to treating everyone with dignity, respect, and equality.” And people told us they received care and support which was respectful, supportive, and responsive. People and staff were appreciative of the management team and believed they represented a shared set of values which directed the positive support they and their family members experienced.

The provider had inclusive leaders who understood the context in which they delivered care 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 management team kept themselves up to date with learning and attended regular upskilling sessions and were members of local provider agencies where they could seek support and guidance if needed.

The provider promoted an open and positive speaking‑up culture where concerns were listened to and acted upon. People and families told us they found the management team to be open and receptable to comments and always acted on suggestions. Staff were confident in the whistleblowing procedures and told us they felt supported to raise concerns without fear. One staff member said, “I feel comfortable raising concerns or asking for guidance when needed.” The respectful, transparent culture helped ensure people received care that upheld their rights, protected their wellbeing, and reflected what mattered most to them.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. People were supported by a staff team who felt valued by the provider. Staff told us they liked working for the provider and felt valued. They felt able to express themselves openly to anyone in the 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 share this securely with others when appropriate. Managers had effective quality checks in place to ensure people received the care they consented to. For example, regular checks were completed on the administration of medicines to ensure people received them as prescribed. If improvements were identified these were communicated and checked to ensure staff followed appropriate guidance.

Staff understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborated for improvement. People benefited as the management team had established good links with community-based facilities including GPs and other community-based health services. One healthcare professional told us they received timely referrals for people and staff were proactive in responding to advice and guidance. They felt this had a positive impact on those receiving services.

The provider focused on continuous learning, innovation and improvement across their organisation. They encouraged ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice. Staff had access to support systems and feedback on their performance. Any lessons learnt or positive approaches to care were shared with others to promote the continuity of care.