Heypi 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. 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 71 (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. An open culture was in place that was inclusive and respected people’s individual differences.

The provider had inclusive leaders at all levels 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.

People, relatives and care staff told us the management team were accessible and approachable. A care worker told us, “Management listen to our concerns, provide support when needed and make us feel comfortable raising issues.”

The registered manager had clear oversight of the service and provided strong leadership. The registered manager told us they also provided hands on care so they could further support their care workers and get to know the people using the service more.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt able to speak openly with the management team. The registered manager told us, “We encourage staff to contribute and have open conversation, create an environment where staff feel comfortable to speak openly. I acknowledge whistleblowing and promote a no blame culture, where people are not afraid to speak up.”

A whistleblowing policy was in place. This included a nominated freedom to speak up guardian; however, this person was the registered manager which is not in line with best practice. The registered manager told us they would reconsider who was best placed to take this independent role to ensure appropriate support procedures were in place for staff to 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. Policies and procedures were in place to ensure staff worked in an environment that was free from discrimination. The registered manager welcomed diversity in their workforce and provided support to their staff team. The provider promoted an inclusive and fair culture by embedding equality and diversity into everyday practice.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Governance systems were in place to ensure oversight of the service, and to monitor the quality and safety of care delivery. This included regular spot checks to observe care delivery, as well as telephone monitoring calls and care reviews to obtain people’s feedback about the care and ensure it continued to meet their needs.

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 service worked in partnership with other health and social care professionals, including local reablement services, as and when necessary to ensure collaborative working in order to meet people’s 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.

The registered manager had systems in place to review key service information, and these were used to develop and continuously improve the service. The registered manager welcomed feedback and took on board advice and suggestions given.