Bluestar Care & Support 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 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. 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. Leaders communicated values clearly and meeting minutes showed transparency and open discussion. The provider described the culture as positive and inclusive, saying “I believe this business is run by the staff.” People’s feedback was listened to and where a need for areas of improvement was identified, they were shared with the staffing team.

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. Leaders were visible, approachable and demonstrated the skills and integrity needed to manage the service effectively. They maintained oversight through electronic systems and regular communication including visits to people’s homes. The registered manager and deputy manager worked well together with one being mostly office based and the other being field based. A staff member said, “Our leaders know what they are talking about.” A relative commented, “[Member of management team] will call if there is a problem, I am very happy with the service.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was a culture of openness where staff felt safe to raise concerns and were confident managers would listen. A staff member told us, “I am encouraged to share ideas in meetings or directly with managers.” Another said, “If I have any doubts, I straight away ask my managers, they respond to us quickly.” A whistleblowing policy was in place; however, external contact numbers were not listed in the policy, the registered manager told us they would update the policy to include all contact numbers. Staff did had access to various helplines and agencies listed in their staff handbooks.

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 promoted equality and inclusion across the workforce and supported staff from different backgrounds through induction and supervision. Policies and training addressed diversity and inclusive communication. Staff said, “Bluestar always values me by providing regular feedback and my concerns are listened to.” Another said, “I feel, I am treated with respect and professionalism by colleagues and management. My work pattern suits me and I will get support from my manager and supervisor. If any adjustments are needed, my manager has been open to discuss flexible options.”

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. Governance systems were effective in monitoring quality and managing risks. Spot checks, audits and quarterly reports were used to identify trends, share learning and continually improve. A staff member said, “We have regular spot checks by managers, and supervision meetings. Any issues are addressed quickly,” A member of the management team told us, “My boss is a perfectionist. We have to make sure everything is correct.”

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 collaboratively with professionals and engaged with the community. There were strong links with local authorities, health professionals and voluntary organisations where the provider extended their advice and own expertise within the community. A social care professional told us, “Regarding Bluestar’s management, the service seems very efficient, well-structured, and act upon things quickly and effectively, while maintaining good communication with [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. Complaints, safeguarding concerns, feedback survey results and incidents were reviewed and lessons learned were shared with staff. Training and development opportunities were available, including industry qualification progression. A staff member told us, “We are encouraged to share ideas, especially at staff meetings.” The provider spoke of future plans for the service and explained how careful consideration had been given to ensure all resources were due to be in place to accommodate changes.