Helping Hands Brentwood

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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this service. This key question has been rated 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 understanding people’s needs and rights in order to deliver person-centred care. The service engaged with people and those important to them regularly, seeking feedback to make improvements. Staff spoke positively about the culture of the service and the continuous support and training they received to enable them to deliver good quality care.

The provider had inclusive leaders who understood the context in which they delivered care. The registered manager role modelled the values of the workforce and organisation and demonstrated the experience and credibility to lead effectively. People, relatives and staff told us the registered manager was knowledgeable and supportive.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they were able to speak to the registered manager about any concerns. Staff had access to whistleblowing information and guidance if required.

The provider supported inclusivity in their workforce. Policies were in place to ensure equality in their recruitment and training opportunities. Staff told us they were able to request any additional support they required to fulfil their role.

The provider had clear systems of accountability with defined roles and responsibilities within the management team. The registered manager completed a range of checks and audits to monitor the quality and safety of the service. However, we found these checks had not identified and addressed the issues we found with their recruitment processes or the lack of detail in some assessment and care planning documentation. This meant their governance systems were not always operating effectively. Following our feedback, the registered manager responded promptly to confirm they were reviewing and amending their auditing processes where needed. The registered manager was able to demonstrate how they acted on information about risk and what steps they had been taken to ensure improvements were made.

The provider understood their duty to work in partnership with others to ensure services worked collaboratively to achieve good outcomes for people. They shared information and learning internally within the organisation and externally with other healthcare professionals and relevant authorities.

The provider focused on continuous learning, innovation and improvement. They considered new ways of improving staff training and knowledge and encouraged staff to focus on what they had achieved and how to continuously improve people’s experience of care.