BPJ Case Management Limited

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 80 (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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. Staff knew people really well and spoke about people fondly and in respectful and caring ways. Staff said, “I love my job. I love working with [person’s name]. We have a proper laugh together” and “I love the job I do. The contact I have with people, being able to make a difference for people and their families.” People told us staff were respectful and caring. They said, “I think [staff] are amazing. They are nurturing” and “All of the ones [staff] I have got are very nice.”

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. Staff and managers shared a strong believe in providing individualised care. Care and support were designed for each person. Care was taken to ensure people would be supported by staff who they would be compatible with. A staff member told us, “It’s about outcomes. Its supporting people to achieve their goals and aspirations.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and well-being. People were supported to make choices and maintain and develop independence. People felt listened to and involved in decisions. One person said of managers and staff, “They always make sure I am getting what I want. They are good at encouraging me to do things. They encourage me to do what I can do myself.” An external professional said, “A particular strength of BPJ is their commitment to supporting client independence and communication. Their [managers] work creatively and sensitively to empower clients, tailoring interventions to maximise participation in daily life.”

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. Staff responded promptly to changes in need, with clear escalation processes that were followed consistently, including involvement of external professionals.

The provider always cared about and promoted the well-being of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care. Discussions with managers evidenced they valued staff and held a genuine concern for their well-being. A supportive staff culture was promoted through reflective practice, supervision and open communication. There was a wide range of staff support and well-being initiatives in place.

A ‘Support Worker Wellness Group’ based on Resilience-Based Clinical Supervision Model had been introduced. It highlighted the importance the provider placed on promoting staff well-being, emotional resilience, and high-quality care. The initiative was introduced to support staff in managing the emotional and psychological demands of their roles while strengthening team cohesion and reflective practice. This group was designed to provide staff with a structured space for reflection, peer support, and shared learning. The model focused not only on performance and tasks, but also on emotional resilience, well-being, and coping strategies. These sessions were held regularly and were designed to support staff address isolation, stress and burnout. Staff feedback indicated the sessions provided a valuable opportunity to feel heard, supported, and less isolated in their role. They helped support staff teams working with individuals process emotions and support shared problem‑solving. Staff told us this had helped improve their well-being and fostered a strong supportive ‘no blame’ culture.

Staff reported feeling very valued, respected and enabled. They told us managers were very caring, flexible and supportive. They said, “[Registered manager] is so supportive, they give you the time (to listen to you). They [managers] are all amazing; it doesn’t matter if it’s about work or home; they listen” and “The support from managers is second to none. They [managers] are lovely, friendly, open, honest. Nothing is too much trouble.” Another staff member said, “It’s not just about the people we support; [managers] go out of their way for staff as well.”