Helping Hands Sheffield

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 79 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. Values were built on a foundation of kindness and empowering each other to provide high quality care. There was a positive and inclusive culture within the service. Relatives told us they were very satisfied with the care provided and spoke highly of both staff and leaders. The registered manager showed an exceptional approach to their culture, openness and transparency of the service. The registered manager told us they led by example. The registered manager said, “We are open, honest and transparent.” The core values also underpinned the work of the staff who were committed in ensuring people had a great experience of care which consistently supported them in an extremely caring way.

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 was supported by a management team who ensured staff delivered safe and appropriate care which met people’s needs. Staff felt highly motivated and supported by the management team. One staff member said, "We have amazing managers; they are really supportive and approachable.” Another member of staff said, “The management team is supportive and responsive.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistleblowing policy and were committed to providing a service based on honesty, openness and integrity. Staff were supported to raise any concerns quickly so action could be taken to ensure people were protected. Staff we spoke with told us the management team were approachable and would want to know if there were any concerns.

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. The provider had an equal opportunities policy. The policy supported staff and leaders to ensure equal opportunities and equal access was available to both staff and people. All will be treated equally and with

respect. The provider acknowledged and respected the diversity of their employees and customers.

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 management team carried out a series of audits which helped them maintain provider expectations. Where issues were identified actions, plans were in place to address them in a timely way. The registered manager had an overarching action plan which was updated twice a week and helped them to prioritise actions.Direct observations took place where a member of the management team observed staff carrying out their role. This included checking how they interacted with people, carried out the care plan, completed record keeping and medicine competency. Areas for improvement were identified and timely action taken to remedy any concerns. The registered manager completed a monthly governance review which looked at recruitment and selection, customer care and safety, accidents and incidents and any lessons learnt.

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. Leaders promoted a positive and inclusive culture by working collaboratively with people, their relatives and other professionals to support people to enjoy their lives. The registered manager attended company branch manager meetings and shared information and learning with colleagues.

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 management team had systems in place to ensure they learnt from incidents and used learning to improve their service. Staff were involved in learning lessons to give them a better understanding of improved practice.