Help at Home Care

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.

A Statement of Purpose was in place, which outlined the aims, values, and objectives of the service. This provided clear guidance on the provider’s vision and approach to delivering care.

Policies and procedures were reviewed and found to be up to date, ensuring that staff were guided by current legislation, standards, and best practice. These policies supported staff in delivering safe, effective, and consistent care.

Overall, the provider demonstrated a well-defined direction and culture, supported by clear documentation and up-to-date governance frameworks.

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.

There was evidence of capable leadership within the service. The registered manager demonstrated a clear understanding of what was happening within the service and maintained good oversight of day-to-day operations. This supported effective management and ensured that any issues were identified and addressed in a timely manner.

Leaders were also approachable and supportive to staff. Staff told us they were able to raise concerns and seek guidance when needed. One staff member stated, “They are helpful. Extremely. I can raise concerns.” This reflected a positive and open culture, where staff felt listened to and supported by management.

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

Systems were in place to gather staff feedback, including annual staff surveys. These surveys were analysed, and action plans were developed and implemented in response to feedback, demonstrating that the provider listened to staff and took appropriate action.

Ongoing opportunities for staff to raise concerns or share views were available through regular supervisions and team meetings. Minutes from meetings provided evidence that discussions took place and staff’s contributions were acknowledged and acted upon where required.

A complaints file and investigation reports were maintained, evidencing that concerns raised were taken seriously, thoroughly investigated, and managed in line with policy.

Supporting policies were also in place, providing clear guidance to staff on how to raise concerns and ensuring they felt confident to do so without fear of repercussion.

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 confirmed that all care staff were up to date with equality and diversity training. This ensured staff had the necessary awareness and understanding to work in an inclusive and respectful manner.

The provider considered individual staff needs and made reasonable adjustments where required. This included holding discussions with staff to understand their circumstances and, where possible, adapting working arrangements. For example, flexibility around shift patterns was considered to support staff with childcare responsibilities.

Feedback from staff was also gathered through staff surveys, enabling the provider to understand staff experiences and identify any areas for improvement in relation to equality, diversity, and inclusion.

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.

A detailed action plan was in place, which identified areas for development and tracked progress against set objectives. This provided a structured approach to monitoring performance and driving improvements.

The provider completed regular and robust audits across key areas of the service. These audits enabled the identification of trends, risks, and areas for improvement, and were used to inform actions and decision-making.

Overall, the provider demonstrated strong governance arrangements, with clear systems in place to monitor quality, manage risk, and support ongoing service improvement.

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.

The provider worked effectively in partnership with external health and social care professionals to support coordinated and joined-up care. This included regular communication with GPs, occupational therapists, social services, district nurses, and hospital teams.

Evidence of this partnership working was clearly documented within care records and maintained in a communication log. Information from these interactions was consistently incorporated into care planning and delivery, ensuring that care remained up to date, reflected professional guidance, and met people’s evolving needs.

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 a clear culture of ongoing learning, with the provider actively seeking opportunities to improve practice. Staff were encouraged to develop their skills, and additional training opportunities were being offered, with further training processes in development.

Management training courses were also undertaken, supporting leadership development and strengthening oversight within the service.

The provider had introduced and was adopting a new technology system, which enabled access to live data. This supported real-time monitoring, improved communication, and enhanced oversight of care delivery.