Helping Hands Horley

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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last inspection this key question was rated good. At this inspection this has remained the same. 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 evidence of a positive and inclusive culture within the service. Staff spoke highly of teamwork and described a supportive environment where both office staff and carers worked collaboratively.

Leaders demonstrated a commitment to continuous improvement, including responding to feedback and adapting care delivery where required.

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.

People and families gave consistently positive feedback, describing the service as reliable, kind and responsive, which reflected a culture focused on achieving positive outcomes.

There were clear systems in place for staff support, including team meetings, ongoing communication and access to training. Staff reported they received regular feedback and felt valued within their roles. One member of staff described managers as “easy to approach, and supportive,” while others said they had “confidence in the leadership team” and felt listened to.

Leaders demonstrated compassionate and inclusive behaviours by responding to staff feedback and making adjustments where needed. The registered manager understood their role, duty of candour and what they needed to notify to CQC.

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

Staff told us they felt comfortable contacting managers and were confident concerns would be addressed quickly and appropriately.

There were systems in place to support this, including a whistleblowing policy and clear reporting routes through the office and digital systems. Staff described how they would escalate concerns about safety or insufficient information before proceeding with care, and said the office responded with advice or changes as required.

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.

There was evidence of a culture where all staff felt respected and valued, regardless of their role. Staff described a strong sense of teamwork and mutual support within the service.

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 was evidence of oversight through governance systems such as medication audits, quality checks and review of care delivery. Trends in incidents, such as falls and deterioration, were identified and used to inform service improvements, including strengthening risk management and escalation processes.

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.

There was evidence of communication with families and external professionals, particularly when risks or changes in health were identified. Staff demonstrated appropriate escalation to healthcare services when people became unwell, supporting safe and effective care.

The service also promoted community engagement and partnership working through activities and initiatives, including supporting local organisations and enabling people to access meaningful experiences.

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 evidence learning was shared with staff through communication channels, meetings and updates.

The service demonstrated a proactive approach to improving care, including reviewing risk management, strengthening documentation and supporting staff development. These systems supported a culture of learning and helped maintain consistent care quality.