Helto Support

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

We found the service was managed effectively and leaders created a culture that promoted good quality, person-centred care. Systems and processes in place to monitor the service were effective.

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 worked hard to ensure staff were involved in a shared culture and vision. People, their relatives and staff felt listened to and everyone felt their views were valued and respected. The registered manager frequently engaged with people and relatives and ensured they had the opportunity to feedback their views. The registered manager supported staff in a nurturing way and created a safe space for staff to learn from situations which had not gone so well, so they could improve their skills and knowledge. The registered manager said, “Staff morale is good, I am one lucky manager and get lots of help and support. I get to know my staff and I value them.”

The registered manager engaged with staff through meetings, one to one support and spot check visits. The provider wanted staff to be involved in the service and be part of a shared direction and culture.

Staff told us the registered manager was approachable, supportive ad fair. One staff member said, “The supportive management helps maintain a motivated team.” Another staff member said, “The manager is approachable and fair to all staff.”

The registered manager was supported by a deputy manager, a team of care co-ordinators and a business manager. A business continuity policy and plan was in place. This ensured emergency situations such as gas leaks, highways, water and wastewater emergencies, and medical advice were planned for. The plan included contact numbers and addresses which may be useful in an emergency situation.

Staff and leaders felt listened to and felt they had the autonomy to speak up if they needed too.

Staff had access to the whistle blowing policy and had the opportunity to discuss any concerns with the management team. The policy stated staff were obligated to report malpractice, unacceptable risks and any wrong doings. The providers commitment to staff was to ensure they were listened to and concerns investigated.

Staff were complimentary about the registered manager. Staff felt they could approach the management team and felt listened to. Staff felt involved in the service and were encouraged to share their views. One staff member said, “I am able to make suggestions and feel they are listened to. I always get feedback too.” Another staff member said, “I can make suggestions or raise issues, and I feel listened to. I usually get constructive feedback, which makes me feel valued in the decision-making process.”

The provider had policies and procedures in place to ensure workforce equality, diversity and inclusion was promoted. The manager told us staff were treated fairly. The provider tried to support staff by being as flexible as they could with work patterns and preferences.

The registered manager had confidence in the providers governance arrangements and told us systems were effective. Staff confirmed spot checks took place and felt they were a valuable tool which supported their development.

Systems and processes in placed supported the delivery of a good service. The quality of audits undertaken were good and were followed by a clear action plan to address any issues. System checks were in place for things such as handovers, medication management, infection control and care documentation.

People Told us they received support from staff to access external agencies.

Staff told us that a variety of health and social care professionals were involved in supporting people.

Professionals working alongside the service were complimentary about the support people received. One professional said, “I have met with [the management team] on a number of occasions and can confirm that they both communicate well with me. I have always found them both to be very knowledgeable. They have good links with their staff and on occasions they both put their uniforms on and go out to see the people they support. I am involved in a homecare transfers project and many of the people they support have chosen to remain with Helto through Direct Payments, rather than transfer to a new provider which shows that the people they support have confidence in their service. [The management team] have always followed our advice and they work well in partnership with us.”

The provider worked with key organisations and maintained partnerships to support care provision, service development and joined up care. This was seen as a vital part in ensuring that a good standard of care is delivered and therefore meeting their legal obligations, including conditions of registration from CQC.

The registered manager told us they were constantly looking for ways to learn and improve. Staff felt involved and told us they were involved in service improvements.

The provider had processes in place to ensure they learnt lessons and used learning to develop their service. The registered manager maintained a lesson learnt audit which detailed what went well and what could be learnt to improve the service.