Handley Care Services Limited

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 inspection for this service under supported living services. However, the previous inspection referred to the exact same location and was rated good. 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.

There was a strong emphasis on culture and managers collaborated closely with people, staff, and stakeholders to help promote a positive culture. The provider had a clear vision for how they wanted their service to operate. Staff told us they understood how their role helped people to receive person centred care. A staff member told us, “The atmosphere here is a very happy one and it feels like were all a big extended family everyone supports each other in any way we can.” Staff at all levels received training to ensure they understood equality, diversity and human rights, and so they understood the need to prioritise safe, high-quality, and compassionate care. This demonstrated a positive, compassionate approach to supporting people who used their service.

The provider had inclusive leaders 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 and the senior care team had the experience, capability, and integrity to ensure the homecare service met people’s needs and that risks were well managed. The provider had effective recruitment processes in place to ensure any new staff joining the service team were suitable and safe to appoint.
 

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

The provider encouraged staff to raise concerns and promoted the value of doing so. One staff member shared, “I have always felt supported and there has always been a member of management to get hold of if needed.” When concerns were raised, the provider investigated sensitively and confidentially. The provider told us that when something goes wrong, people received a sincere and timely apology and were told about any actions being taken to prevent the same happening again.
 

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 had policies and procedures for inclusion and diversity within the workforce. For example, making sure the most suitable person was chosen for the position and recognising people’s protected characteristics and ensuring appropriate measures were in place to support these. Protected characteristics are a set of 9 characteristics that are protected by law to prevent discrimination. For example, discrimination based on age, disability, race, religion or belief, and sexuality.
 

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.

Where concerns were identified during the inspection, including issues relating to opening dates of medicines and the environment, the provider responded promptly and either took immediate action or provided us with assurances that these actions would be undertaken and demonstrated a commitment to identifying and addressing areas for improvement.

Staff understood their role and responsibilities. There were quality assurance systems in place to help ensure the service was run and managed effectively in line with people’s needs and relevant legislation. The provider had clear and effective governance, management and accountability arrangements in place.

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 understood the importance and benefits of working alongside other professionals. The provider confirmed they collaborated with external safeguarding teams in the investigation of any accidents or incidents. Staff also worked in partnership with external health care professionals and community health services to ensure people received effective care.
 

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.

The provider had effective systems in place to identify learning opportunities and drive continuous improvement. Audit findings were routinely reviewed, with outcomes informing any future action plans and enabling shared learning across the service.