Bowtree Homecare Ltd

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.

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.

Managers demonstrated a positive, compassionate and listening culture. Staff spoke positively about the support they received and the culture of the service. Comments included, “I really enjoy working for Bowtree. It’s nice to work with a small team. We work well together, and the clients are lovely. It’s like working with your family. I always want to go work.” People, their relatives and staff felt listened to by the service.

There was a policy on equality, diversity and inclusion. Staff all received training in this topic. People, their relatives and staff were encouraged to provide feedback on the service to help shape its future. A staff member told us, “I attended all of the team meetings. I can discuss anything I want and make any suggestions.”

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.

The service had an established management structure in place. Staff spoke positively about the support they received. Comments from staff included, “I feel very supported, and the management team are very approachable. I can raise concerns, and they are always at the end of the phone and “management are lovely. Any problems and they will sort it out. I do feel supported. We have team meetings and regular 1:1 meetings.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

People and their relatives told us they did not have any concerns with their care and support but felt able to speak with management and staff should they need to.

The service demonstrated a positive, compassionate and listening culture. Staff and leaders acted with openness, honesty and transparency. The service had a whistleblowing policy in place. Staff we spoke with told us they felt able to speak up about any issues and their concerns would be listened to and acted upon.

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.

There was a policy on equality, diversity and inclusion. Staff all received training in this topic. Staff were actively encouraged to share concerns and ideas. This was achieved through supervisions, appraisals and team meetings. Staff told us they felt valued by the organisation and all worked well together.

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.

At the last inspection the provider had failed to ensure robust systems and process were in place and were being followed to effectively manage the service. At this assessment the provider had a clear management structure that monitored the quality of care to drive improvements in service delivery. There were systems in place to monitor the quality of the service to ensure improvements were identified and actioned. Accidents, incidents and safeguarding concerns were reviewed to help keep people safe and ensure appropriate action was taken. The registered manager explained the improvements they had made to their governance systems which included ensuring comprehensive audits were in place which would clearly identify areas requiring development.

There was a positive and open culture at the service. There were opportunities for people and their family members to provide feedback on the service.

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.

The provider worked in partnership with relevant agencies to ensure people received consistent care. Feedback from other professionals was positive and included, “[Registered manager] and I, alongside our duty managers, we work in partnership with each other to ensure all of our homeowners receive the appropriate care in a timely manner. If [registered manager's presence is required to be at one of our meetings, she always attends” and “I have always found [registered manager] to be professional and very passionate about her clients receiving good person-centred care. I have had client’s family members telling me how [registered manager] and her service has helped them so much when times have been very difficult.” There were processes in place to record and review accidents and incidents to ensure any changes to care required were implemented.

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.

The provider worked in partnership with relevant agencies to ensure people received consistent care. Feedback from other professionals was positive and included, “[Registered manager] and I, alongside our duty managers, we work in partnership with each other to ensure all of our homeowners receive the appropriate care in a timely manner. If [registered manager's presence is required to be at one of our meetings, she always attends” and “I have always found [registered manager] to be professional and very passionate about her clients receiving good person-centred care. I have had client’s family members telling me how [registered manager] and her service has helped them so much when times have been very difficult.” There were processes in place to record and review accidents and incidents to ensure any changes to care required were implemented.