Bridgewater Home Care

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 newly 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 provider had a shared vision, strategy, and culture based on transparency, equity, equality, human rights, diversity, inclusion, engagement, and an understanding of the challenges and needs of people and their communities.
The service had a clear Statement of Purpose and Service User Guide in place. These documents ensured staff, people using the service, and their representatives understood the aims, values, and expectations of the service.
Staff attended regular team meetings where information was shared and key issues were discussed, promoting a consistent approach to care and support and develop learning.
There was a structured induction process in place to ensure staff received the training required to support people safely and effectively before working independently. Following an initial week of training, staff completed shadow shifts alongside experienced colleagues. This enabled people using the service to become familiar with new staff before support was provided independently.
One relative told us, “We do have carers we know and if there is a new one coming then they come with an experienced carer, which is helpful.”
All staff completed mandatory training as part of their induction programme prior to providing care to ensure they had the right skills and knowledge to support people safely.
Staff told us they felt supported by the management team and understood the provider's values and expectations. One staff member shared, “I am enjoying it, [registered manager] is very helpful for everyone I know.”
 

The provider had inclusive leaders at all levels who understood the context in which they delivered care and support and demonstrated the values and culture of the organisation. Leaders displayed the skills, knowledge, experience, and credibility required to lead the service effectively and did so with openness and integrity.
The registered manager maintained direct involvement in the delivery of care and support. This enabled them to monitor the quality of care being provided, maintain oversight of people's experiences, and build positive relationships with the people using the service.
The provider visited the service regularly and maintained oversight of day-to-day operations, providing ongoing support to the management team and staff.
The service had received external recognition for its commitment to providing high -quality care, supporting its workforce and contributing positively to the local community.
All relatives spoken with knew who the registered manager was and found them approachable, one relative told us, “[manager] is very good and very personable. We are very happy”

The provider fostered a positive culture where people, relatives, and staff felt able to speak up and were confident their views would be listened to and acted upon.
All staff we spoke with told us they were happy with the support provided by the registered manager and felt comfortable raising concerns where required. One staff member said, “I am quite confident I will ring the office.” A whistleblowing policy was in place, and staff were aware of how to access and use it if needed.
Relatives told us they felt comfortable contacting the office and raising any concerns. One relative said, “I can ring at any time – there is someone on call all the time to help if needed, they are very good.” This demonstrated people and their relatives were able to access advice, support, and assistance when required.

The provider valued diversity within their workforce and promoted an inclusive and fair culture. They worked to improve equality and equity for people employed by the service.
Staff described a positive culture within the service and demonstrated an understanding of their roles and responsibilities.
Staff told us the registered manager was approachable and supported them to carry out their duties effectively.
Staff said flexible working arrangements and reasonable adjustments were made where required. For example, one staff member described difficulties supporting people with physical transfers. In response, the manager ensured they were not allocated to people requiring this type of support.
Another staff member told us their working hours were arranged around their childcare responsibilities, enabling them to continue working whilst meeting family commitments.
 

The provider had clear responsibilities, roles, systems of accountability, and governance processes in place. These were used to manage and deliver good-quality, sustainable care and support.
The electronic care recording system provided live information and enabled continuous oversight of service delivery. This supported the registered manager to monitor care calls, identify concerns promptly, and take appropriate action where required. The service also operated a 24-hour support line for staff, people using the service, and their relatives. The system alerted the on-call phone or relevant management staff to any late visits, ensuring that potential delays could be identified and managed promptly.
The registered manager ensured care plans were reviewed regularly and updated when people's needs changed.
Staff supporting people with medicines had their competencies assessed. Where medication errors occurred, additional competency assessments and support were provided until the registered manager was satisfied that risks had been reduced, and safe practice had been demonstrated.
The registered manager ensured moving and handling competency assessments were completed to confirm staff had the skills and knowledge required to support people safely.
The registered manager demonstrated commitment to maintaining and improving the quality of the service. Where actions were identified during the assessment process, these were addressed promptly, demonstrating a proactive and responsive approach to governance and improvement.
 

The provider understood their duty to collaborate and work in partnership to ensure services worked seamlessly for people. Information and learning was shared with relevant partners, and joint working was used to support positive outcomes and continuous improvement.
The registered manager ensured referrals were made to relevant health and social care professionals when required. The service worked in partnership with district nurses, the palliative care team, and occupational therapists to help ensure care was coordinated and met people's need
Staff supported people to access their local communities where required. Some people had additional support visits in place to encourage and facilitate community engagement and reduce the risk of social isolation.
The provider actively engaged with local and national charities and organised fundraising events, including a Macmillan Coffee Morning. This helped promote community involvement and demonstrated the provider's commitment to supporting the wider community.
 

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. They actively contributed to safe, effective practice and research. The service had received external recognition, being named a finalist for Start-Up Business of the Year, Employer of the Year 2025 and Apprentice/Young Person of the Year. This demonstrated a commitment to continuous improvement, workforce development and innovation.