Happy Valley Home Care Limited

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 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.
Staff, people using the service, relatives and external professionals consistently described a service that placed people's wellbeing, independence and safety at the centre of care delivery.
Overall, the provider demonstrated a positive and inclusive culture, although there remained opportunities to further strengthen assurance regarding culture across the whole workforce.
 

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.
Staff spoke positively about the registered managers and leadership team and described managers as approachable, supportive and responsive to concerns. Staff told us they received regular supervision, spot checks and competency assessments which helped them maintain safe and effective practice.
External professionals consistently described managers as knowledgeable, collaborative and proactive. They told us concerns were appropriately escalated and communication was effective. This promoted joined-up working and helped ensure people received coordinated support when their needs changed.
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
Staff demonstrated a good understanding of safeguarding and whistleblowing processes and were able to explain how they would report concerns about people's safety or the conduct of colleagues. Staff told us they would raise concerns with managers and felt concerns would be taken seriously.
The provider's whistleblowing policy supported openness and transparency and provided multiple routes for staff to report concerns. Staff were aware of whistleblowing arrangements and understood how to escalate concerns where necessary. Several staff described feeling confident to challenge poor practice and told us they would act if they observed unsafe care.
We checked the provider response to any past conduct issues and found action had been taken in response to previous concerns raised regarding staff conduct. This demonstrated concerns were considered, although we did feedback that leaders should continuously seek assurance that all staff remain confident to raise issues and that any concerns are explored fully.
 

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.
Training records demonstrated staff completed equality and diversity training, alongside a wide range of mandatory and specialist training designed to help them meet the needs of people using the service.
Staff described positive working relationships and told us managers were supportive and flexible where required. Staff spoke positively about working arrangements and several described how managers were responsive when discussing work patterns and personal circumstances. Recruitment processes aimed to attract staff with the appropriate skills and values.
 

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 provider had governance systems in place which supported oversight of quality, safety and performance. Since introducing a structured audit programme, leaders had completed audits across key areas including medicines, safeguarding, incidents, complaints, staffing, care planning and governance arrangements. The initial audit programme identified a range of areas requiring improvement and leaders implemented comprehensive action plans to address these. Re-audit findings demonstrated measurable improvement and greater compliance across the service.
The provider maintained oversight of incidents, complaints and safeguarding concerns, and there was evidence managers responded to issues when they arose. Following incidents, actions included professional referrals, additional monitoring, changes to care arrangements and staff development activities.
 

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.
External professionals consistently gave positive feedback regarding communication, responsiveness and partnership working.
External stakeholders told us they trusted the service and described managers and staff as proactive, knowledgeable and committed to achieving positive outcomes for people.
People and relatives also described positive relationships with the provider and told us communication was good. Relatives felt involved in care and informed about changes affecting their family members. This collaborative approach helped promote continuity of care and positive 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.
The provider demonstrated a commitment to learning and improvement. Audit findings, complaints, incidents and safeguarding concerns were reviewed and used to identify opportunities for service development. Leaders had introduced governance systems which identified shortcomings in care planning, medicines management, staff development and quality assurance processes and had subsequently driven improvements across these areas.