Right at Home Colchester and District

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 our last assessment we rated this key question good. At this assessment the rating 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 82 (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 demonstrated an exceptionally supportive and inclusive culture, underpinned by a shared commitment to compassion, inclusion, empowerment and continuous improvement. Leaders actively listened to staff, understood their individual circumstances and used feedback from engagement and appraisal processes to identify emerging needs and take meaningful action. Following staff feedback, they established a menopause support group, supported by Menopause Champion training and accessible information and resources. Staff described the positive impact of having opportunities to speak openly, share experiences and access support. Leaders also responded to financial pressures affecting staff by creating a workplace marketplace, where essential food and personal care items could be accessed discreetly when needed. These initiatives went beyond standard workforce arrangements and demonstrated that staff wellbeing was embedded within the culture of the service rather than treated as a standalone programme.

This culture was reinforced by the provider’s strong commitment to learning, innovation and improvement. Leaders encouraged new and creative approaches to improve people’s experiences, outcomes and quality of life, and sought advice, support and innovation from health partners so that care reflected best practice principles.

Training and professional development were embedded within this shared direction. A dedicated trainer provided practical, hands-on induction and ongoing learning, while staff were encouraged and supported to undertake Adult Care qualifications and develop professionally. Learning needs were shaped by staff feedback gathered through surveys, team meetings and appraisals. Staff spoke positively about the training and support available, and survey findings showed that all staff agreed they had access to training that enabled them to carry out their roles effectively.

The provider had also developed a personalised training brochure that brought together induction, internal and external learning, and career development opportunities. By incorporating the experiences and career journeys of existing staff, it demonstrated clear opportunities for development and progression within the service. Leaders actively promoted internal development, and multiple staff had progressed into new roles while achieving higher-level qualifications.
Leaders considered the impact of their approach to workforce development. A structured 12-week buddy programme supported new staff, with evidence of improved retention and staff reporting that they felt supported and valued. The provider’s approach to supporting, empowering and developing its workforce had also received external awards and accreditation, providing additional recognition of its commitment to workforce development and improvement.

Overall, leaders translated the provider’s values into practice by creating an environment in which staff were valued as individuals and their experiences directly influenced workforce support and development. Learning extended beyond mandatory training and was embedded within the wider culture of the service. Staff were supported to strengthen their knowledge and skills, gain qualifications and progress within the organisation, with multiple examples of progression seen during the inspection. The provider’s responsive wellbeing initiatives, investment in learning and demonstrable workforce outcomes reflected an outstanding shared culture in which staff feedback, continuous learning, development and improvement were actively promoted.
 

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 demonstrated strong leadership and was skilled in managing the service. There was a clear culture of integrity and compassion, with both the provider and registered manager committed to delivering high-quality care and empowering staff to provide effective, person-centred support. Staff told us they found the registered manager and wider management team to be approachable, supportive and responsive.

The registered manager worked collaboratively with external professionals and partner organisations and actively engaged in professional development opportunities, including registered manager conferences. These forums enabled the sharing of good practice, learning and sector knowledge, which supported the continuous improvement of the service.

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

Staff felt able to speak up and they felt confident they would be listened to. There was a culture of openness and transparency. Staff consistently told us they felt able to speak up and they were confident they’d be listened to.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

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.

The registered manager and provider completed a wide range of audits and checks, which monitored the quality of care and celebrated success.
There was evidence of a positive culture and commitment to improvement, and any issues were resolved immediately. The provider had systems in place to monitor incidents, safeguarding concerns, and missed visits, with no significant concerns identified in these areas.

The service had a clear structure for oversight, including regular team meetings, a duty system for out-of-hours support, and a call monitoring system that tracked staff attendance in real time. Feedback from people using the service was overwhelmingly positive and was analysed to inform service improvements. Learning was promoted through team meetings and feedback was also shared with people and staff by newsletters and ‘good news Fridays’.

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

Leaders worked in close partnership with health partners. This ensured people received a joined-up service to achieve their maximum potential. The provider worked well with external professionals and community partners to support people’s care. The service also demonstrated a commitment to shared learning. Staff meetings were held regularly, and lessons learned from audits, incidents and complaints were shared with the team. The provider celebrated achievements which helped foster a positive culture and recognition. The service held weekly ‘love to move’ classes open to all people who use the service and the wider community. We saw evidence of other local care homes also benefiting from these classes. The service also attended events within their local community to raise awareness around older people’s care and care in peoples own homes. There were regular quiz nights and charity events that were also open to the community.

One professional told us “Yes, they are very good / a stand out company who really care for their adults. There are very professional and thorough. They have always gone out of their way to be flexible with me for visit times which is often difficult as we are all so busy. They take moving and handling very seriously and are happy for all the guidance and advice and really work hard to communicate the sometimes-complicated reasons for equipment need etc They are always prompt and on time. They are caring and person centred. They give above and beyond, liaising with family members, GP’s and the equipment service which is unusual. Certain senior carers have been known to attend meetings with me while on annual leave. They achieve very positive outcomes and positive feedback from their clients – I would recommend them.”

The service worked closely with the fire brigade to ensure people had up to date advice and equipment in their homes to keep them safe. They told us “We have provided the organisation with smoke alarm testing sticks, which they distribute to their clients to encourage people to regularly smoke alarm test. From a Fire Service perspective, this is an excellent initiative and demonstrates their commitment to promoting fire safety as part of their day-to-day work. In fact, no other care provider routinely requests these resources from us. All of my interactions with the organisation have been professional, positive, and constructive. It is clear that they recognise that many of their clients may present person and behavioural factors that could increase the risk of serious injury or fatality in the event of a fire. As a result, they have developed a proactive relationship with the Fire Service that enables them to promote fire safety awareness, encourage engagement with our services, and support residents in taking simple but effective steps to improve their own safety, such as regularly testing their own smoke alarms.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative approaches to promoting equality of experience, outcomes and quality of life for people and actively contributed to safe and effective practice. Leaders embraced advice, support and innovation from health partners to ensure care reflected best practice principles and had systems in place to support continuous learning and improvement.

Training and professional development were a strong focus. A dedicated trainer delivered an induction programme which included practical, hands-on learning, and staff spoke positively about the training available and felt supported to develop professionally. The provider also introduced GERT suit training, which enabled staff to experience some of the physical and sensory challenges associated with ageing and degenerative conditions, including reduced mobility, visual impairment and hearing impairment. This practical approach supported staff to develop their understanding, empathy and compassion by considering how these changes could affect a person's everyday experience. It encouraged staff to reflect on their practice and reinforced the importance of adapting their communication and support to people's individual needs. Feedback from staff and people using the service was welcomed and used to support the provider's approach to ongoing learning and improvement.