Bliss Care And Training Ltd - Barnet

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 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.

The provider was previously in breach of the legal regulation in relation to ineffective governance at the last assessment. Improvements were found at this assessment and the provider was no longer in breach of this regulation.

This service scored 71 (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.

The provider and management team had maintained a positive culture. People received care which supported them to live their lives, with minimal disruption. People felt confident with the staff who visited them and they felt they could raise an issue if they needed to. Staff said they felt committed to the service as they knew who they were visiting and they had enough time to get there.

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.

Staff spoke well of the management team who they said were flexible when they had issues in their personal lives. They had created systems to ensure they were aware of incidents, accidents and allegations of abuse. They checked the appropriate actions were taken to promote people’s safety. Management were knowledgeable of people’s needs and the challenges they faced each day.

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

A culture had developed of people feeling comfortable to approach their regular members of staff if they had any issues with their care. People had generally not spoken with the office but they were comfortable to do so if they needed to.

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 took timely action and called out racism when this was presented to them. They reminded people of their zero tolerance of this and explained in writing why this was not tolerated. Staff felt comfortable working for Bliss Homecare and felt they could raise issues.

The provider did not always have effective systems and knowledge to assess the quality of the service.

The provider had effective systems to monitor the quality of care provided; they monitored care visit data to check staff were providing timely care to people which was person centred. They also checked they had responded to incidents, accidents, and accusations quickly and appropriately. They monitored staff to ensure they all had the training they needed to keep people safe. However, there were some shortfalls which they had not identified. A key one was staff knowledge of safeguarding and their understanding of the risks which people faced, including those people who faced significant risks each day. They had not produced care plans which clearly directed staff to these risks and people’s needs. Risk assessments were very long and staff were not looking at these. Staff did not have full employment histories as part of the safety checks employers are asked to complete by the CQC. This said the provider had created and sustained a positive open culture at the service. They had learnt lessons from the last assessment and they spoke of their commitment to continuously improve.

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 and management team raised issues with social services if staff fed back people needed more time and if people needed ongoing support from their reablement service. When allegations were raised the management team responded quickly to the local authorities requests. When people had treatment from community nurses and District Nurses staff received the training and were directed about what to do to meet these health needs.

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.

The provider and management team had made improvements following the last assessment. Risk assessments, training, and compliance to the mental health act had all improved. When we fed back the areas of improvement from this assessment the provider talked to us about their commitment to also make these improvements.