Loyal Bee 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 is the first assessment for this newly registered service. This key question has been rated outstanding. This meant the service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The provider had a clear vision, strategy and values which they shared with people using the service. The service was flexible, responsive, and focused on enabling people to live their best lives.

The owners had a clinical background and formed the foundation of a well-led, multidisciplinary service committed to excellence. They had a shared philosophy in the way in which care was approached and performed, “We will ask nothing of you that we would not ask of any member of staff; loyalty, honesty, commitment to high-quality care consistent with your role and responsibilities and hard work.”

There was a positive and inclusive culture at the service. People, relatives, staff and external professionals felt the service was well run. Health professionals told us, “Leadership is first class, with astute and prompt communication when required.” Another said, “I have heard only positive reviews from patients and their families, and this speaks volumes, when patients are paying for their care, they expect a first-class service, and this is in my opinion what they get.”

A relative told us, “[Manager] is an ex-nurse and expects high standards and [manager] is getting that.”

All the staff we spoke with told us they felt valued, supported and listened to by the registered manager’s and deputy manager. Their comments included, “It’s a really positive place to work, everyone’s got the right ethics” and “Being listened to is like a breath of fresh air and makes a real difference” and “The team pulls together” and “We’re on the same wavelength.”

Managers set a clear vision for high-quality person-led care and fostered a culture of continuous improvement. They were approachable and engaged positively with their team. One staff member told us, “Being nurse based, they have all the skills to run the company. If you ask, they always have an answer.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

People received a personalised service from an exceptionally well-led team of staff. Managers and staff were extremely passionate and committed to providing high quality person led care. They led with compassion and inclusivity to achieve consistently high standards. Managers facilitated people to experience very positive outcomes by ensuring exceptional planning and care delivery to ensure needs were fully understood and facilitated strong relationships with external professionals. All people, relatives and staff gave consistently high feedback about the managers.

Staff spoke very highly of the managers and how they felt valued. A staff member told us, “Definitely feel listened to, they [managers] always say we’re here for you anytime you want to talk/chat, have a cup of tea, support is always here. One time I was late leaving a client and didn’t log out, they phoned to check I was safe and ok.”

Involved professionals were complimentary of the managers and recognised the service’s willingness to support people. Professionals told us, “The managers always put the patient at the heart of everything and professionally advocate when required to ensure a seamless service and maintain good relationships with primary care.” Another told us, “I have witnessed first hand their enthusiasm and passion for high quality care. [Manager] has always gone above and beyond to ensure patients/clients receive the gold standard of care.”

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

People knew how to contact managers if they had concerns. The registered managers told us they welcomed people, relatives, staff and visitors to raise concerns with them. People told us, “I have regular emails from the service, I raise things and everything raised has been resolved”.

Staff were able to voice their opinions both during supervisions and team meetings. Staff told us, “It would be looked upon if you didn’t speak up. I’ve never had an issue raising a concern” another said, “If you see a situation around a client, and raise it, you are always listened to”. All staff had access to a whistle blowing policy.

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 cultural and religious needs of staff were respected and requests for adjustments were looked upon favourably. One staff member had an additional job to their care role and adjustments were made so both jobs could be managed.

Staff told us they were treated fairly by their managers, were well supported and encouraged to develop their skills. Their comments included, “The office environment is a social and positive place to be, I always feel supported.”

All staff completed Equality, Diversity and Inclusion (EDI) and Human Rights training, fostering a respectful and inclusive workplace. The provider’s small and inclusive team were aged 18 to 73 and included both male and female carers. Applicants were welcomed from all backgrounds, including those new to care with the right attitude and values.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider completed the required notifications to CQC, including safeguarding notifications, which demonstrated an understanding of their regulatory responsibilities. The service used an electronic care system to record daily notes and communicate changes, which supported oversight of people’s care.

Care plans and risk assessments were completed by the registered manager before services started. People would only be accepted when it was confirmed, appropriately trained staff were available. We saw care plans had been updated after team recommendations and actions had been taken.

Professionals told us, “Leadership within the service appears stable, supportive, and well organised. There is clear oversight, and the management team demonstrates a willingness to reflect where needed.” Another said, “I can honestly say they are one of the top care agencies I have come across and can’t recommend them highly enough – if a member of my own family needed a package of care, I would definitely contact them.”

Governance arrangements were fully effective in driving learning and improvement. A quarterly risk analysis was carried out and shared with staff. This analysis reviewed; accidents, incidents, near misses, medication errors and concerns, compliments and complaints, safeguarding concerns, missed or late visits, alerts raised and staff absences. The analysis looked for themes, reflected on lessons learnt and actions that enabled continuous improvement. The strength of the provider’s systems and processes was reflected in the improved outcomes experienced by people receiving care.

The provider enabled staff to meet on a Friday afternoon to talk about anything they were concerned about and what had gone well. The meeting was called ‘hive in mind’. This was a meeting for care staff, without the input of managers, giving the care staff time to be together. One staff member brought in the good food guide as they taught cookery and another was passionate about health and well-being and how to utilise care staff skills.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The registered managers and staff worked in an exceptionally coordinated and proactive way with health and social care partners to support people to achieve their goals and aspirations. They demonstrated exemplar partnership working, they consistently sought out collaboration, shared information openly, and advocated strongly on behalf of people. This meant individuals experienced care that was not just coordinated, but truly integrated, support was wrapped seamlessly around their needs.

Professionals were consistently complimentary and praised the team for their sensitivity, professionalism, knowledge and responsiveness. Comments included, “Whenever I have needed to liaise with the agency they have always been welcoming and receptive, they communicate well and don’t hesitate to reach out if they need support or have concerns.” Another said, “The service has shown a willingness to listen and adapt based on feedback, which has helped to build a positive and collaborative working relationship.” and “The quality of the care is excellent.” and “The care team demonstrated great tolerance and fluidity of response to people’s needs and were exceptionally well supported and taught by their leaders”, and “I cannot praise them enough about [persons] care deliver and organisation.”

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 provider produced monthly newsletters for staff that shared audits, policies, training opportunities and learning from incidents. An Access to Workforce development fund and face to face training had improved staff skills, evidence-based practice and client outcomes and supported staff retention and service quality. Through longer more personalised support, with social connection and continuity, people experienced better well-being.

Professionals told us, “Staff are trained and carry out their roles with confidence and competence. In more complex situations, they respond well and demonstrate the skills required to meet my client’s needs, suggesting that relevant and ongoing training is in place.”