BBcare10 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 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 82 (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 culture was open and forward-thinking and focused on continuously improving the outcomes for children and their families. The provider explained the culture of the service was based on providing high-quality care and they were not prepared to ‘cut corners’.

The provider’s clear vision and strong values underpinned its commitment to delivering outstanding, high-quality care.

Feedback from parent/carers was overwhelmingly positive and consistently reflected a caring culture and unique service. They expressed high levels of confidence in the service and described the service as reliable, well organised and committed to working collaboratively with them and other professionals involved in their child’s care. Staff attendance at education, health, and care plan reviews and multi-agency meetings was viewed positively and contributed to coordinated care. Feedback consistently highlighted the provider's positive culture and passion, which was driven by a strong commitment to support children with complex needs to enhance their quality of life and wellbeing of their families.

Staff spoke positively and with pride about the caring culture of the service and the compassion of the managers and the registered manager who founded the service and through lived experienced understood the needs and challenges of parent/carers and wider families who supported and lived with children with complex needs.
Staff all demonstrated a clear understanding of the provider’s values which was reflected in their practices. This was confirmed by parent/carers.

In conjunction with the homecare service, the provider ran a charity which offered a special educational needs and disabilities (SEND) provision for children and families to use including educational opportunities, learning skills, sensory rooms and adapted kitchens, for those children who did not access education.
 

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.

The service was exceptionally well-led by a management team. The service was founded on the registered managers understanding of the complexities of supporting a child with complex health, physical needs and risks and the impact on the child’s needs on their parent/carers and families.

The registered manager and assistant manager were highly skilled and knowledgeable about the challenges of supporting children with complex needs and aware of their role to sustain high standards of care being delivered to children and their parent/carers and wider families. Both the registered and assistant manager showed a comprehensive understanding of each child and their support networks. The registered manager consistently inspired the staff team to deliver compassionate and person-centred care. One staff member said, “I feel our management team lead by example. They are very approachable and easy to talk to. I never feel judged and always appreciated.” The hands-on but professional approach of the management team encouraged a highly motivated staff team which achieved excellent outcomes for the children and their families.

The service demonstrated high responsiveness by flexibly adjusting children’s care packages as needed to ensure they consistently received the level of support required to achieve positive outcomes.

The management team demonstrated a clear commitment to inclusivity across the service, ensuring the voice of the people they supported, and staff was valued and heard. For example, they acted on feedback from parent/carers and had adjusted the frequency of their care visits for one child. Staff benefited from comprehensive development opportunities to ensure they had the skills to support children with complex needs and be able to manage risks. Staff said they felt empowered to share ideas to help drive improvements.
 

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

The registered and assistant manager stated they had an ‘open door’ policy and welcomed staff to contact them at any time and share any issues. Staff confirmed this and said they were confident to speak up without repercussion or fear of unfair treatment. All staff stated the managers were approachable and they could raise any issues and were confident they would be supported.
 

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 was mindful of treating their workforce equally and fairly. They provided a nurturing environment and ensured adjustments were made to staff work schedules as needed. For example, they kept the staff team up dated of national and local events which may affect their ability to work effectively such as adverse weather conditions or local roadworks. Staff told us they felt valued and were treated equally and raised no concerns about their employment. Staff told us they felt listened to and were empowered to make suggestions and to consistently deliver high-quality care.

The provider valued and supported staff from overseas to ensure they felt supported to work in a new culture with children who had complex and high-risk needs. The provider had ensured risks had been assessed and control measures had been implemented where staff personal or professional backgrounds may have indicated a conflict of interest. The provider had assessed and managed potential conflicts of interest arising from staff members’ personal or professional backgrounds with appropriate control measures to mitigate associated risks.
 

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.

The provider demonstrated effective governance systems and oversight of the service. Systems supported oversight of quality and safety of the care being provided and staff performance and development. Regular audits and trackers of key areas across the service were completed including staff care call times, medicines, care planning, safeguarding, incidents and staff development. However, the provider agreed to strengthen their governance arrangements to ensure all documents were reviewed within stated timescales.

Regular staff and management meetings were held to address any issues or trends within the running of the service or the care being delivered.

The provider valued feedback from staff and the parent/carers. There was evidence of surveys being completed and actions taken to address any areas which required further development.
 

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 proactively communicated with key professionals involved in supporting the children’s physical, social and educational needs. Parent/carers reported the service was willing to attend multi- disciplinary agency meetings and provided valuable input and understanding of the child and family’s needs and any changes which may be needed in the best interest of the child. They reported communication from the service was excellent.

The provider attended meetings with other stakeholders to contribute towards the holistic needs and well-being of each child such as attending annual Education, Health, and Care Plan (EHCP) meetings.
 

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 was committed to drive continuous improvement across the service and staff team. The managers investigated incidents and carried out competency and spot checks of staff practices to identify development opportunities, implement corrective actions and shared key lessons from incidents. This was confirmed by staff. One staff member said, “I am confident in raising any concerns, we are always willing to learn. It is good to be open.”

The registered manager welcomed feedback during the assessment and promptly acted on it. This demonstrated a proactive commitment to enhance the quality of care being delivered.