Lotus Home Care Wakefield

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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff spoke positively about the support received from management. Staff attended regular meetings where information was shared, and they felt supported to promote the values of the service. The management completed wellbeing checks on staff weekly.

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. The provider had a clear statement of purpose and description of the values which the staff team aimed to work in line with. Staff had supervision and team meetings where they shared ideas and agreed shared goals to work towards.

Staff told us the service was led by competent and approachable managers. The feedback we received from staff about the managers was mostly positive. Comments included, “Very good and supportive” and “they do listen to us. They do what is right for the service.”

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 the provider encouraged them to speak up. A staff member said “Yes, I feel able to speak up.” They also told us, when they have raised concerns, actions were taken.

The provider fostered an open culture where people felt they could speak up and their voice would be heard. Staff feedback was regularly sought and reviewed in different ways including team meeting, carer quality assurance reviews and supervision.

Staff told us they worked as a team and helped each other. Staff told us they felt they were treated equally and fairly by the provider.

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 a diverse staff team. There were processes to ensure that recruitment was fair.

Feedback from staff and leaders confirmed information was used to monitor and improve the quality of care and that recognised standards and best practice guidance were used to help improve the safety and quality of care people received. There were clear roles and responsibilities for all staff within the service.

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 registered manager was open about the journey they had been on to improve the service since the last inspection. We saw evidence of these improvements including auditing, a detailed statement of purpose and action plan.

People’s feedback confirmed staff enabled them to access communities to enable better outcomes. A person told us “Yes, if I want to do something, they help organise it with me.” Staff and leaders worked effectively with various other professionals and documented any involvement. A staff member told us, “Yes, it’s good. Nurses put instructions on care plans, and this is communicated to us. It is effective.” Staff signposted people to community groups to improve outcomes for people.

Feedback from external professionals regarding collaborative working was positive. Comments included “They are good at responding” and “They appear well led.”

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.

Feedback from leaders confirmed they had a good understanding of how to make improvements happen and how improvements were an ongoing process. The registered manager explained how they continuously adapted processes to remain compliant with any changes in regulations and compliance requirements.

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. Processes were in place to ensure that learning happened when things went wrong, and from examples of good practice. For example, staff meetings and supervision processes.