Helping Hands Wimbledon

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 inspection, we rated this key question requires improvement. At this inspection, the rating has changed to good. This meant the service was now 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.

The management team outlined the provider's values and how they inform the recruitment process to ensure the right staff are employed. To reinforce these values, managers regularly held individual and group meetings and conducted observations of staff's working practices. This approach fostered a culture of reflection and continuous learning, enabling staff to deliver high-quality, person-centred care. Staff members confirmed they received strong support from office-based managers, allowing them to provide safe, person-centred care that aligns with the provider's vision. Additionally, all employees are provided with a comprehensive handbook detailing the provider's philosophy, policies, procedures, and expected behaviours. A member of staff told us, “I feel Helping Hands Wimbledon treats me fairly.Communication is generally open and there's a culture of teamwork and respect. I appreciate that my efforts are recognised and that there's support available when needed. I would say the company’s main values are teamwork, respect, and kindness.”

The provider had clearly stated values and aims about the quality and safety of care and support people could expect to receive from them. Staff were familiar with the provider's values and aims.

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.

The service continued to experience high rates of management turnover having had 8 managers in the last 6 years. The service currently does not have a registered manager in post. However, a suitably qualified and experienced manager has recently been appointed.

Feedback we received from people about the way the home care agency was now managed was positive. One person told us, “I do believe the high turnover of managers the service has had in recent years had negatively impacted in the standard of care I received from them. That said, the new managers and senior staff in the office do seem to have a better handle on things and have improved the day to day running of the agency.” Staff were complimentary about the leadership approach of the services managers who they described as professional and approachable. A member of staff told us, “The managers are approachable and helpful. If I ever have a problem during a visit or with a client, I know I can call the office or message my manager, and they’ll respond quickly. That makes me feel supported and valued.”

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

The provider fostered an open and transparent culture, encouraging people receiving care, their relatives, external professionals, and staff to raise concerns without fear. To gather feedback, the provider used a variety of methods, including regular phone calls, direct observations of care, care plan reviews, and satisfaction surveys. This approach allowed them to capture diverse perspectives and experiences, improving the quality of care provided.

People told us they felt able to speak freely with the office-based managers and staff who regularly visited them at home if they wished to discuss the quality and/or safety of the care and support they or their family member received. One person told us, “I think since the new managers started communication with the office-based staff has improved. I do feel they listen to me.” A relative added, “There’s aways someone in the office that supports the staff. Communication with the office is particularly good and the staff based there are very personable.”

New service users received a comprehensive complaints procedure document, detailing the straightforward process for raising concerns and how they would be addressed. Feedback from service users indicated they were aware of the complaints process and found it easy to navigate if they were dissatisfied with the care provided. A relative said, “Helping Hands are proactive at responding to any concerns I raise.”

The provider valued and listened to the views of staff. Staff were encouraged to contribute their ideas about their experiences of what it was like to work for this provider. This included regular individual and group meetings with their line managers and peers, direct observations of their working practices and satisfaction surveys. There was a staff ‘Speak up’ policy and staff told us their views were always taken seriously and acted upon by the managers.

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

Managers understood the importance of having a fair and inclusive workplace for all staff to work in. Staff were provided support through relevant training and supervision to inform their knowledge and understanding of equality, inclusivity, and fairness in the workplace. Staff told us they were part of a diverse team and felt they were treated equally and fairly. Staff told us their line managers and other office-based staff were always supportive, and they felt respected, valued, and listened to. A member of staff remarked, “I feel I’m treated fairly and with respect by my employer. The culture is friendly and supportive. People really care about their teammates and the people we support in their own homes. It feels like a team where everyone helps one another.”

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.

Robust governance systems were in place, ensuring regular checks and audits to monitor the quality and safety of care. The outcomes of these monthly reviews informed action plans to address performance gaps and drive service improvements. Senior managers and office-based staff held regular meetings to discuss key issues, agree on action plans, and implement solutions.

Managers and other office-based staff demonstrated a good understanding of their governance roles and responsibilities in relation to assessing, monitoring and managing the quality and safety of the service they provided. The office-based managers and staff regularly carried out home monitoring visits to directly observe staffs working practices during call visits/shifts in peoples own homes. A member of staff told us, “I do get visits sometimes during my calls where my line manager observes me at work, offers me any advice and support and just makes sure everything is going well.”

Managers understood their responsibilities in relation to regulatory requirements around notifiable incidents. The provider continued to notify the CQC in a timely manner about any incidents and events they were legally required to.

The previous CQC inspection report and ratings were clearly displayed in the services offices and was easy to access on the provider's website. The display of the ratings is a legal requirement, to inform people, those seeking information about the service and visitors of our judgments.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The provider shared information and learning with partners and worked closely with multi-disciplinary teams to continuously improve. Managers and staff told us they worked in close partnership with various external health and social care professionals and bodies who they regularly consulted and welcomed their views and advice. This included local authorities, clinical teams, specialist nurses, GP’s and occupational therapists.

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 contribute to safe, effective practice and research.

Managers encouraged an open culture of learning and continuous improvement, driving high-quality, safe care. Regular analysis of audits and checks identified areas for improvement, informing targeted action plans with clear steps and timelines. Staff were kept informed about lessons learned and action plans through regular supervision meetings, ensuring transparency and collaboration.

Managers understood their responsibility to apply duty of candour and where appropriate apologise when things had gone wrong. The duty of candour is a legal requirement for health and social care providers to be open and transparent with people receiving care and treatment when mistakes occur.