Helping Hands Hungerford

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

People and relatives we spoke with felt the service was well led. Feedback from staff relating to the management of the service was positive. The registered manager had strong oversight of the service and were supported in their role by the provider.

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 registered manager was supported by the area manager, who conducted branch visits to review the compliance of the service against the fundamental standards and the values of the organisation. Regular team meetings, weekly bulletins and the staff newsletter were utilised to share information and discuss areas for improvement to ensure staff and management's visions were aligned.

Staff we spoke with told us their managers ask what they think about the service and take their views into account. One staff member told us the service, "makes sure the customers best interests are at the heart of all staff members."

Feedback from staff relating to the management of the service was positive. Staff we spoke with told us managers were approachable and dealt with any concerns they raised effectively. One staff member told us, "I feel valued as a member of staff."

The registered manager maintained a positive culture among the team and led by example when addressing concerns thoroughly and swiftly. This had a positive impact on staff and people who use the service. The registered manager was open and transparent throughout the assessment process and demonstrated an ability to be self-reflective and knowledgeable about the issues and priorities for the quality of the service. The registered manager was supported in their role by the provider.

The service had a whistle blowing policy in place. The registered manager actively promoted staff empowerment by encouraging staff to raise concerns through various staff communications such as supervisions, appraisals and staff meetings. The registered manager provided examples where staff and leaders managed concerns sensitively and confidently, to ensure the best outcomes for people. The provider had a duty of candour policy in place, and the registered manager understood her responsibilities in relation to the duty of candour.

Staff we spoke with were familiar with how to raise concerns. They had confidence their concerns would be effectively managed by leaders and told us they felt listened to and valued.

The registered manager told us all people and staff are treated fairly, regardless of their background or protected characteristics. Staff were provided with various routes to engage, such as during team meetings and supervisions. Staff we spoke with felt valued and empowered to raise any grievances.

The service had an equality and diversity policy in place. This provided a clear description of the providers values in relation to equality and diversity for staff to follow. Peoples' care plans included backgrounds and protected characteristics, such as religion and ethnicity. Where required, risk assessments were in place for staff who required reasonable adjustments.

Systems and processes to monitor quality and safety in the service had improved to ensure compliance with legal requirements. However, we identified shortfalls in oversight of recruitment which the provider took immediate action on. There were clear governance policies in place, which provided guidance to managers and staff, to enable them to fulfil their roles. Staff and managers understood their roles and responsibilities. There were robust arrangements for the availability, integrity and confidentiality of data, records, and data management systems. Regular audits and analysis of incidents took place to identify shortfalls in care and enhance learning. Themes and trends were identified through analysis of audits, incidents, and accidents.

Staff told us they felt the service was well managed, and they would be happy for a loved one to use this service.

The registered manager worked closely with professionals such as the GP, occupational therapists, the Parkinsons team and the local authority. These relationships were effectively utilised to ensure better outcomes for people. The provider had processes in place to ensure notifiable incidents were reported to the relevant authorities, and the registered manager was effective in ensuring this was completed.

Feedback from partners was positive. They confirmed the service requested additional training for staff as required and worked effectively to maintain a good standard of care for people.

People were supported by staff who worked collaboratively and effectively with health and social care professionals.

The registered manager worked well with external agencies and professionals to ensure people received the support they needed. Where additional specialist training needs were required, the registered manager sought advice and training from external resources.

Staff we spoke with felt confident about reporting any concerns or poor practice to managers, and were aware of the process to follow if they made a mistake. Staff we spoke with told us, if they made a mistake there was a process to follow and they were aware of the process. Staff also told us they felt managers were accessible, approachable, and would effectively manage any concerns raised.

The registered manager fostered a culture of learning. Systems were in place to ensure staff felt safe to acknowledge, report and learn from mistakes. Team meetings, supervisions and appraisals were utilised to facilitate learning. Shortfalls in care standards identified through audits were hastily fed back to staff and actions to mitigate risks of recurrence were regularly communicated.