Magic Helping Hands

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 requires improvement. At this assessment the rating has changed to 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 71 (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. One staff member commented, “The culture at Magic Helping Hands is caring and supportive. Staff aim to create a calm and respectful environment for the individuals we support and teamwork between staff helps maintain a positive atmosphere.”

The service demonstrated an ambition to expand and support more people in the community. The registered manager and staff worked collaboratively to improve the service and fostered a culture that encouraged feedback and continuous learning. People told us staff and managers listened to their views and used this feedback to make improvements where needed.
People shared comments such as, “I speak to the office staff sometimes. They are always polite. I would recommend the service as 90% of the time they get things right,” and “The staff and office are easy to deal with. They ring up occasionally to check if everything is going ok” and “I would recommend the service because, I like the carers and we can have a laugh.”
 

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 a clear and established management structure in place, led and overseen by the registered manager.

Staff told us they felt the leadership team had the necessary skills, experience and knowledge to support them effectively in their roles. They said the registered manager addressed any concerns promptly and maintained confidentiality when required. Staff also reported feeling well supported through regular meetings, supervision sessions and open communication with management. One staff member told us, “Magic Helping Hands is one of the best companies I have worked for; the staff are incredibly professional and supportive.” Another said, “The management team are approachable and supportive. We can communicate easily with them if we have questions or suggestions. It’s a positive working environment.” Whilst another commented, “The service does well in promoting independence, creating a supportive environment, and ensuring individuals feel respected and safe in their home.”

One person told us, “I have been with them for many years and they’re always there. I would recommend them to other people” and another said, “I have never had a time when they didn’t come. They always treat me kindly.”
 

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

The registered manager had a ‘whistleblowing’ policy in place, with clear procedures for staff to follow if they wished to raise concerns about the safety or quality of the service. Staff meeting minutes showed that discussions routinely covered key areas such as service updates, training, staff rotas, safeguarding, and accidents and incidents. Action plans were detailed and recorded how identified issues would be addressed, the timescales for completion and whether actions had been resolved or remained outstanding. A member of staff told us, “If any accidents or incidents occur these are always shared in the monthly staff meeting.” Staff said they felt confident to raise any concerns and were assured these would be taken seriously.

The registered manager also held regular discussions with people using the service to gather their views about how the service was run, the support they received and any improvements they felt could be made. People told us they were comfortable speaking with the registered manager about any issues or worries and felt confident concerns would be listened to, taken seriously and investigated appropriately. However, not everyone felt their feedback was consistently acted upon. One person told us, “Staff from the office are polite but don’t respond to concerns about timekeeping” while another commented, “The office are available if needed but I worry about being known as a complainer.” These experiences indicated that people did not always feel fully assured that their concerns would be addressed without hesitation, and some felt reluctant to raise issues for fear of being perceived negatively. This showed that improvements were needed to ensure a consistently open and responsive culture.
 

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.

Staff told us they were treated fairly and felt valued within the service. They said the culture promoted respect, inclusion and recognition of people’s individual backgrounds. One staff member told us, “The registered manager has been incredibly supportive during Ramadan and ensured we have a quiet space for prayer and reflection.”
There were clear processes in place to ensure staff were treated equitably and that their rights were upheld. Staff described the service as an inclusive and supportive place to work, which contributed positively to their wellbeing and job satisfaction.
 

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 service had systems in place to monitor current performance and identify potential future risks. The registered manager told us that staff received regular supervision, during which all aspects of their role were discussed, including performance, practice and their personal wellbeing. People told us the registered manager carried out unannounced spot checks during care visits to ensure safe, consistent standards of care were maintained.
The registered manager also completed a range of audits across key areas of the service. These provided ongoing oversight and helped ensure people continued to receive care that was safe, effective and aligned with their assessed needs.

The day to day running of the service was overseen by the registered manager, supported by staff with clearly defined responsibilities, including the care manager, quality assurance manager, recruitment manager and field care supervisors. This provided a clear management and staffing structure, and staff told us they understood their roles and responsibilities within the service.

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.

People’s care and support plans showed effective partnership working with other health and social care professionals. Staff made appropriate referrals when people required additional healthcare input, and advice from external professionals was recorded and shared with the staff providing care. This helped ensure people received consistent and coordinated support that reflected their current need

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 registered manager actively supported staff to develop their skills and promote innovative ways of working within the service. Staff were encouraged to enhance their practice and spoke positively about the learning culture within the service. One staff member told us, “I am encouraged by the management to learn all the provided policies and procedures. Regular memos are sent, and the management team are always happy to answer any questions. I was invited to take part in additional training on medication, manual handling and using a sitting hoist.” This approach helped ensure staff were confident, competent and equipped with the knowledge needed to deliver safe care.

The management team worked closely with the local authority to review governance arrangements, strengthen quality assurance systems and support ongoing improvements within the service. This collaborative approach helped ensure the service continued to develop and maintain safe, well led and person-centred-care .

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 registered manager actively supported staff to develop their skills and promote innovative ways of working within the service. Staff were encouraged to enhance their practice and spoke positively about the learning culture within the service. One staff member told us, “I am encouraged by the management to learn all the provided policies and procedures. Regular memos are sent, and the management team are always happy to answer any questions. I was invited to take part in additional training on medication, manual handling and using a sitting hoist.” This approach helped ensure staff were confident, competent and equipped with the knowledge needed to deliver safe care.

The management team worked closely with the local authority to review governance arrangements, strengthen quality assurance systems and support ongoing improvements within the service. This collaborative approach helped ensure the service continued to develop and maintain safe, well led and person-centred care.