Blanche Caring Heart 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.

This is the first assessment for this registered 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 management team promoted a positive open culture that was shared with the staff team. People were placed at the centre of the agency which was shaped around them. Staff felt proud to work for the agency and told us they enjoyed their role. Comments from staff included, “There is generally a good feeling going to attending service users. I see myself working here for much longer and progressing with the company which is very important to me”, “We work as a team and as a family. It is perfect and I have nothing to complain about” and, “I am happy with the service, and they take care of me. They make me feel happy all the time.”

The management team spoke passionately about the agency’s vision and values and how these were embedded with staff at team meetings and staff supervisions. The registered manager said, “I am very proud of the staff and agency we have created. I try to instil compassion, effectiveness, caring and giving people a great service.”

The management team had the appropriate skills, knowledge and experience to lead the organisation promoting a positive and open culture. Staff told us they felt the registered manager worked well in their role leading by example. Comments from staff included, “She is a very wise woman. She oversees a lot of things like cases with service users and cases with carers” and “She does her role very well. Everybody in management is excellent.”

The registered manager and management team understood their roles and responsibilities providing people with a high-quality service. Information and notifications had been sent appropriately to the local authority and the Care Quality Commission when required. There was a range of policies and procedures in place which were followed by the management team and staff.

Staff felt confident that any concerns they raised or suggestions they made would be listened to and acted on. Staff were able to discuss their role, make any suggestions or to raise concerns at regular staff meetings, spot checks and supervisions with a member of the management team. Any actions were recorded, completed and discussed at the following meeting.

The management team held meetings where the strategic goal to increase and develop the agency further was discussed.

Staff told us they felt valued, supported and respected in their role. Comments included, “They consider a lot of things like childcare and working hours and whenever there has been a grievance or issue I have been able to speak to management directly” and “When I was sick, they were always checking up on me. This showed they were caring and making sure I was fit and well to carry on my job as a carer.”

Staff had received training in equality and diversity and knew what to expect in their role both from the management team and towards the people supported.

Staff were clear in relation to their role and responsibilities and felt part of the quality assurance process. Staff told us they received regular unannounced spot checks by a member of the management team and that these meetings enabled them to receive and provide feedback.

There were a range of checks and audits in place to ensure people were receiving a high-quality service. The management team completed audits such as, a review of people’s records, medication records, incidents and accidents and any complaints. These audits generated action plans which were monitored, reviewed and completed by a member of the management team. Any identified shortfalls were used as a way of learning and improving the service people received. The entire workforce was committed and passionate about providing people with a high-quality person-centred service.

People felt and relatives confirmed there was a joined-up way of working between the agency and external healthcare professionals. Appropriate referrals were made for additional support when this was required. The management team had signposted people to external agencies such as, Age Concern when it was felt this could enhance the persons’ well-being.

Staff told us they felt there was a culture of continuous learning and development where they were supported to develop it in their role. A member of staff said, “If I wanted to do a higher-level studying, I could approach the company, and they would find a way to support me with that.”

The management team were committed to learning and developing in their own role. Two members of the management team were completing further education courses to develop their knowledge and skills. Healthcare professionals spoke positively about the collaborative approach to working with them and providing people with a high quality service.