BPJ Case Management Limited

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 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. Leaders promoted an open and inclusive culture. The registered manager and managers shared clear values that were centred on safety, dignity and independence. Discussions with all managers evidenced that they were committed to delivering high-quality person-centred care. The people using the service were at the centre of every decision made. Joined‑up multidisciplinary working strengthened this culture. Partnerships with health, social care, therapy and legal professionals were described as excellent, coordinated and value‑driven. Managers worked collaboratively towards shared goals, using consistent approaches to assessment, communication and planning. This meant people experienced coordinated, value‑driven support from everyone involved in their care. An external professional said, “I have always found BPJ to demonstrate exceptionally safe, well‑governed and person‑centred practice. They are thorough in their risk assessments, proactive in identifying potential issues and highly responsive in putting appropriate safeguards in place. Their documentation and decision‑making processes are clear, transparent and consistently aligned with best practice standards.”

Managers completed detailed case studies to explore how improvements had been made and the impact this had on the service generally and specifically for the people using the service. Case studies we reviewed showed that input was structured, proactive and tailored, resulting in meaningful improvements in communication, functional ability, life experience and emotional well-being.

All staff we spoke with consistently reflected these values in practice. One staff member said, “The team environment is lovely. Everyone loves their roles. It feels like an extended family. It’s all about the people and providing the best service we can; and that we are there for them when they need us. Nothing is too big or too small.” A relative said of managers and staff, “I like the fact that they act professionally. It isn’t careless in any way.” We received very positive feedback from external professionals that described managers and staff as reliable, thoughtful and consistently acting with integrity.

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 registered manager and senior managers were visible, responsive and knowledgeable. They had a clear understanding of their individual roles and also promoted a culture where all staff felt valued and able to contribute to service delivery and improvements. Staff described a culture of encouragement and support. Staff gave us examples of how improvement ideas they had put forward had been implemented and how they had been encouraged to take additional responsibility or training to further their knowledge and experience.

Managers delivered specialist teaching at a university, improving wider sector understanding of acquired brain injury and best practice in rehabilitation.This reflected capable and outward‑facing leadership; sharing expertise beyond the organisation and demonstrating a commitment to improving practice across the sector.

There was very strong oversight of risk, quality and staff well-being. Everyone we spoke with was very positive about the registered manager and other managers of the service. Staff told us, “[Managers] are amazing” and “They [managers] have a wealth of knowledge. They are awesome. They appreciate your skills and knowledge. They want, and encourage, you to share that.” Another said, “They are very professional, very organised. They follow up on anything immediately.”

People said of the registered manager, “She is amazing and has a good understanding of [persons] needs and my needs. She is always there at the end of the phone if I have concerns” and “I know the managers. I have [registered managers] mobile number. She is lovely. She always calls back if they don’t answer.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt safe to raise concerns, and systems supported an open listening culture. Staff told us they were respected and valued by managers and felt listened to.

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. Equality and diversity principles were embedded in practice and policy.

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 well‑developed and embedded. There were consistent documentation and a range of audits and case reviews and oversight from senior managers.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. Partnership working across health, therapy and legal sectors was a significant strength, with multi-disciplinary team (MDT) working embedded throughout practice. External professionals described effective, collaborative team working. An external professional working with the service said, “Joint working has been collaborative, communication has been clear, and there is a genuine focus on promoting independence while managing risk appropriately and supporting individuals’ communication needs.”

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 service demonstrated a culture of continuous learning, reflective practice and innovation. External professionals described managers as being open to ongoing feedback and adopting a non‑defensive, learning‑focused culture. Staff said, “They [managers] encourage you; they listen and take your ideas on board.”