Lotus Home Care Calderdale

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. 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 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 told us the leadership team was supportive and involved staff in the development of the service. A staff member told us, “They take on our ideas and the [people who use the service]’s ideas.” There were regular staff meetings where information was shared, and staff were supported to promote the values of the service. The management completed wellbeing checks on staff weekly. The provider had a clear statement of purpose and description of the values which the staff team aimed to work in line with.

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 told us they felt well supported and the leadership was approachable. Comments included, “They keep me well informed” and “It’s fine, I have had no problems, communication is good.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager valued and listened to the views of people, relatives and staff. The registered manager used a range of methods to gather people’s views about the quality of service provided including, face to face, telephone contact, feedback forms, reviews of care and team meetings. Staff feedback was regularly sought and reviewed in different ways including team meetings, carer quality assurance reviews and supervision. A staff member told us, “Yes, I can approach my branch manager.”

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 providers recruitment process and internal processes meant staff were recruited fairly and workforce equity was promoted. The leadership team told us they were proud to support diversity and inclusion. There was staff from different nationalities and background, we saw evidence this was embraced for example in the office there were flags for all the countries where staff were from, and names were translated into other languages.

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 conducted various audits and actions were taken when issues were identified. Feedback from staff confirmed information was used to monitor and improve the quality of care and best practice guidance were used to help improve the safety and quality of care people received.

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. In our review of people’s care records, conversations with the registered manager and staff, we found the provider was in contact with relevant health professionals to ensure people’s needs were met in a timely way. Feedback from external health and social care professionals was positive, we were told the provider communicated well.

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. Feedback from the registered manager confirmed how they continuously adapted processes to remain compliant with any changes in regulations and compliance requirements. Processes were in place to ensure that learning happened when things went wrong, and from examples of good practice.