Right at Home Reigate & Crawley

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 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 service 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.

Feedback from people, relatives, and staff was consistently and unanimously positive and demonstrated a collaborative culture across the service.

A relative said, “The service feels very well managed. Right at Home has a really good approach to family liaison and customer service / account management, which feels refreshing compared to other companies we’ve dealt with before. It gives a sense that there is always someone keeping in touch, coordinating things properly, and making sure everything runs smoothly, which really sets them apart for us.”

Staff felt aligned with the ethos of the service and provided dignified care to people. This was supported by care plans being consistently person centred and individualised. Systems in place ensured staff had access to up to date and relevant information. Staff spoke with pride and commitment about their roles. They clearly demonstrated a strong commitment to achieving the best possible outcomes for people.

The provider actively recognised and celebrated good practice.A staff member said, “The management is well organised, accessible and transparent. I do not remember having an issue or being unhappy about any of their actions in all these years.”

The service 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.

Leaders showed a strong dedication to the service, along with a clear focus on delivering high-quality, person-centred care. The registered manager demonstrated extensive knowledge and a thorough understanding of the service’s priorities, people’s needs, and the responsibilities of their role.

Staff members consistently told us they felt well supported in their roles and could approach the management for advice. Comments included, “The registered manager maintains an open‑door approach and [registered manager] is generally available when I need support. I believe they do model inclusive behaviour, and they adapt communication to suit different needs and ensure decisions are explained so everyone understands the reasoning”, “I can always call the office or email my manager when I have got any concerns regarding my clients or other carers”, and “I know the Registered Manager of the company, and [registered manager] is approachable and supportive. [Registered manager] models inclusive behaviour and ensures that everyone is treated with dignity and respect, regardless of their background, age, gender, disability, beliefs, culture, or preferred way of communicating. [Registered manager] creates an environment where people feel welcome, safe, listened to, and able to contribute fully.”

The registered manager had the necessary knowledge, skills and experience to effectively lead the team. Regular team meetings and supervisions provided staff with an opportunity to discuss the service and people’s support needs.

External professional told us, “I was struck by [registered manager’s] in-depth knowledge of the people that her team were supporting, and awareness of issues where communication could be challenging.”

The provider had a diverse workforce and supplied additional training in British culture, communication and person-centred care. Staff were supported to progress within the organisation. The provider had a diverse workforce and supplied additional training in British culture, communication and person-centred care. Staff were supported to progress within the organisation.

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

Safeguarding and whistleblowing were discussed at supervision meetings. Staff told us they felt confident they could speak up if they had any concerns and could do so through various channels. Staff knew how to report their concerns to external organisations. One staff member said, “Within the organisation I would inform the line manager and outside the organisation I would inform the police if I suspected the crime to have happened or emergency services or local authority adult safeguarding team.” Another staff member told us, “Some concerns are reported through electronic recording, some by phoning or emailing depending on the urgency of the concern.”

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them.

Staff told us they were treated fairly and protected from discrimination. A staff member said, “I feel that our workplace is inclusive, free from discrimination, and provides equal opportunities for all staff. Our policies and daily practices ensure that everyone is treated with dignity, respect, and fairness regardless of their background, age, gender, disability, beliefs, culture, or level of experience.”

Management continually reviewed and improved the culture of the organisation in the context of equality, diversity and inclusion.

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

Governance systems were established and operated effectively.

Services we regulate have a statutory responsibility to notify CQC about certain events that occur in a service. Notifications were being submitted as required.

Records showed daily notes were routinely monitored and any missed tasks were checked with staff to ensure consistent and high-quality care was delivered to all people. Examples of accurate and detailed care notes had been shared with staff to ensure the consistency in how the care and treatment was recorded. This supported consistency in daily records and ensured information was clear and easily understood by everyone.

People and relatives gave consistently positive feedback about the management of the service. A relative said, “The management is very well run. If there is a delay we are informed, they often send a manager round to check up on the care being offered and we get a printed rota each week so I can tell [person] who is coming.”

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

The service had strong links with the local community. The service was supporting various local organisations and used these networks to identify new or innovative ideas that could lead to better outcomes for people. We received consistent positive feedback from community organisations praising the provider’s involvement in the local community. Comments included, “From my observations, they demonstrate a strong understanding of people’s needs. They create an inclusive, welcoming environment, are attentive to both attendees and their carers, and consistently go the extra mile to ensure everyone feels supported”, and “This is a great service provided within the local community and will continue to help older people live safely in their own homes.”

There were effective systems in place to foster good working relationships with local community. This meant people’s care provision was joined up and services worked well together.

The service 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 an environmental sustainability plan to minimise their environmental impact and contribute to a more sustainable future. The plan outlined the provider’s commitment to reducing their carbon footprint, conserving resources, and integrating sustainability into their operations. This included monthly monitoring of travel between people’s homes, using LED lighting in the office and working towards paperless office.

Systems and processes supported ongoing learning and development, including regular training sessions and team meetings.