Breeze Support Solutions

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• 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 promoted a positive, person‑centred culture that supported good outcomes for people.

The registered manager described how the service’s values underpinned care delivery and decision making. They told us, “So many companies are centred on money, we want to make a difference by turning existence into living.”

People and relatives experienced this positive culture in practice and spoke positively about staff. Comments included, “The staff appear very happy to be working for the service” and “My carers are wonderful, they are always smiling.”

Management were compassionate, approachable and well regarded by people, relatives and staff. They were visible and actively involved in the service.

People and relatives described the nominated individual and registered manager as professional, kind and genuinely interested in their experiences. One relative told us, “They are very professional. They are human beings and they enjoy spending time with my [relative]. He adores [registered manager]. The service is very well managed it is the best I have encountered.”

Staff also spoke positively about the managers. One staff member told us, “They are very good managers, they always have a smile on their faces.” Another staff member described them as “very hands on.”

The provider fostered a positive culture where staff felt able to speak up and confident that their voice would be heard. Staff told us they felt comfortable raising concerns, and people and relatives also said they were able to speak openly.

The provider promoted an inclusive and fair workplace and supported equality and diversity within the staff team. Employment practices were flexible and responsive to individual circumstances, helping staff to balance work with personal commitments. For example, bank staff were supported with flexible working arrangements, including weekend working and variable hours based on their availability, and rotas were planned to accommodate these needs where possible.

The provider demonstrated a commitment to fair recruitment and retention practices. We heard how they supported a worker whose skills and experience had previously been overlooked. The provider offered them employment and provided additional support to help the individual understand workplace expectations and cultural context. This enabled the staff member to develop confidence and competence in their role and go on to provide care to people supported by the service.

The provider had governance and management systems in place to monitor the quality and safety of the service. Systems were used to review care delivery, incidents and accidents to help identify areas for learning and improvement.

There was clear leadership and management oversight of the service. Both the nominated individual and registered manager were visible, approachable and actively involved in day-to-day operations, including visits and care provision. This helped ensure care was being delivered as planned and provided reassurance to people, relatives and staff.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. A health and social care professional highlighted effective communication coordinated working and timely responses to concerns.

The provider demonstrated a commitment to continuous learning and improvement.

Systems were in place to review care delivery, incidents and feedback to support learning and service development. An electronic care management system enabled information to be reviewed in real time, supporting oversight, reflection and timely action where improvements were needed.

The registered manager proactively sought opportunities to learn and improve leadership practice. They accessed supervision and reflective discussions with a nominated individual from another care provider and used this peer support to share learning, reflect on challenges and strengthen service development.