London Borough of Ealing

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.

There was a person-centred culture at the service. People, their relatives and staff spoke positively about the service and their experiences. Relatives told us staff were kind and supportive. They felt the service was well-led, and they could contact the registered manager when they needed. A relative commented, “We couldn’t ask for more. [Person] is really happy and it makes us happy to see this extra support [they] are getting.” Staff enjoyed working for the agency and believed in the vision and values. Their comments included, “I love helping people and enjoy making a difference in their lives” and “It is very nice to help people and I feel we do that.” Relatives and staff told us they would recommend the service to others.

There were capable, compassionate and inclusive leaders. The registered manager set up the company following caring for their own loved one. They told us they had made a promise to their relative to continue to care for older people in need. They worked as a care manager for another agency whilst they were growing their own business. They explained this gave them a better understanding of the care industry and professional experience. The registered manager had qualifications in care management.

People using the service, relatives and staff gave positive feedback about the registered manager. They told us they were supportive and available when they needed. A relative explained, “We have regular contact with the [registered] manager who checks in with us and we can call [them] anytime.” Staff told us they regularly met and spoke with the registered manager who was available whenever they needed.

There were systems to enable staff and others to speak up when they felt something was wrong. Staff told us they knew what to do if they had concerns. They explained they felt confident speaking up. A staff member explained “We have a process if we are not happy about anything. We can speak to the [registered] manager. We know what to do. But I have not had to use it yet.”

There were policies and procedures to support workforce equality, diversity and inclusion. Staff told us their individual needs and diversity needs were respected. The registered manager supported staff with flexible working arrangements. A staff member told us, “The [registered] manager is very helpful and flexible if we need.”

There were effective systems for monitoring and improving the quality of the service. These included audits and checks on systems. The registered manager carried out unannounced spot checks to observe staff providing care. The registered manager regularly met with people using the service, relatives and staff to discuss their experiences. They acted on feedback and made changes when needed. There were a range of policies and procedures. These reflected best practice and guidance. Staff told us they had access to these and could look at information whenever they needed.

The provider worked with external partners to make sure people’s needs were met and they received joined up care. The registered manager consulted with people’s relatives and healthcare professionals. The registered manager had links with other care providers and community organisations. They discussed best practice and had been invited to speak at events to discuss their experiences in the care industry. The provider had close links with community religious groups and offered advice and support to members of the public. The provider also ran a service supporting people with transport. This part of the service did not need to be registered with CQC, and no regulated activities were provided.

There were systems to enable learning and improvement. Staff undertook a range of training. The registered manager kept their own training updated and was a qualified trainer for other staff. They told us they discussed best practice and lessons learnt with other care providers to ensure they developed the service at Blu Haven Care Ltd. Staff told us they had opportunities to learn through training, meetings and discussions with the registered manager.