BITAK Healthcare 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 71 (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 shared vision, strategy, and culture based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an understanding of the challenges and needs of people and their communities.

Leaders and staff demonstrated a clear and consistent vision that placed people at the centre of everything they did.

Staff feedback reflected a supportive and inclusive culture. Comments included, “It is an inclusive company; I feel comfortable with management. They encourage us to meet, share challenges, and support one another. It’s a relaxed but professional environment with very good teamwork.” Another member of staff told us, “Although the company is relatively new, the time, passion, and effort they put into their work is clear. They are good people, and I believe they will be successful for many years to come.”

This meant there was a positive organisational culture where staff understood the provider’s vision and values and were supported to deliver person-centred care. Leaders promoted openness, teamwork, and inclusion, which helped to support positive outcomes for people.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment, and support, and who embodied the culture and values of the organisation. Leaders demonstrated the skills, knowledge, experience, and credibility to lead effectively and did so with integrity, openness, and honesty.

Leaders were open and transparent in their engagement with us, responded positively to feedback, and demonstrated a commitment to making improvements where required. The registered manager told us their ambition was to grow the service and reach more people, but not at the expense of quality. They also emphasised the importance of being visible and approachable, stating they did not want to be “one of those managers people don’t know.”

Staff spoke positively about the leadership and team culture. Comments included, “We are a good team; we help and trust each other. If someone is having a difficult time, the team supports them. It makes work enjoyable.”

One person told us, “I think the service is well run”

This meant leaders were visible, approachable, and knowledgeable about the needs of people using the service.

The provider fostered a positive culture where people and staff felt able to speak up and have their voices heard. The service had a speaking up policy which staff could access if needed. Information about this was shared during induction and reinforced through initiatives such as the provider's policy of the month. Staff told us they knew how to raise concerns and were confident managers would listen and respond appropriately.

People told us they felt confident contacting leaders and that any concerns would be acted upon promptly and professionally.

This meant the provider promoted an open and transparent culture where people and staff felt empowered to raise concerns, confident they would be listened to and appropriate action would be taken.

The provider valued diversity within their workforce and worked towards promoting an inclusive and fair culture by advancing equality and equity for staff.

The provider described how they supported new staff to settle into the local community. This included providing welcome hampers with essential items such as food and toiletries, as well as practical information about local services, including GPs, hospitals, banks, and shops. They also drew on their own personal and previous experiences to support others in adapting to a new environment.

Staff told us they felt valued and supported. We saw evidence of this through staff surveys and supervision records, which demonstrated a strong focus on wellbeing and staff support.

This meant staff felt supported, valued, and confident in their roles, contributing to a positive working culture, improved staff wellbeing, and enabling them to deliver high-quality, equitable care to people using the service.

The provider did not always have effective governance processes in place. Leaders did not consistently act on the best available information relating to risk, performance, and outcomes to ensure oversight was effective.

Although managers completed a range of audits and monitoring activities, these were not always effective in identifying and addressing areas for improvement. For example, we identified shortfalls in recruitment processes and medication documentation that had not been identified or acted upon through the provider's quality assurance systems.

The provider was not delivering a regulated service to people with a learning disability at the time of our assessment. However, leaders were able to clearly explain how service oversight and leadership responsibilities were being managed. This provided assurance that leaders maintained effective oversight of the service's regulatory responsibilities. Leaders demonstrated a good understanding of the principles of Right Support, Right Care, Right Culture, including how people should be supported to have choice, control, independence and inclusion in their daily lives (Right Support), receive person-centred care that promotes dignity, respect and human rights (Right Care), and experience a positive, open and inclusive culture where people are valued and empowered (Right Culture).

This meant leaders understood their regulatory responsibilities and the principles of good-quality care. However, governance systems were not always effective in identifying and addressing concerns, resulting in missed opportunities to improve oversight and drive continuous improvement. This is an area for improvement and the provider committed to make the improvements required.

The registered manager told us they worked collaboratively with a range of stakeholders and professionals to help ensure people experienced continuity in their care. This included working with occupational therapists to support people safely with their mobility needs and liaising with community nursing teams to share relevant information and coordinate care.

The registered manager also described how they engaged with local provider networks to keep up to date with changes in legislation, share good practice, and further develop their knowledge and understanding. They told us they actively engaged with and received support from the local authority to support service development and improvement.

This meant the provider worked collaboratively with partner organisations and professionals to support continuity of care, share information effectively, and promote positive outcomes for people.

The provider promoted a culture of continuous learning, innovation, and improvement across the organisation and wider system. They encouraged creative approaches to delivering equality of experience, outcomes, and quality of life for people and actively contributed to safe and effective practice.

Systems were in place to monitor the standards of care people received and identify areas for improvement. Incidents were appropriately recorded and investigated, and learning from these was used to inform practice.

Staff described a strong culture of reflection and learning. One staff member told us, “We discuss what we have learned, what may have caused issues, and whether things could have been handled differently. We call it ‘lessons learned”.

Leaders also demonstrated a commitment to their own development. The registered manager explained they received mentoring and support from an established provider to strengthen leadership knowledge, share good practice, and support the ongoing development of the service.

The impact on the service was one of continuous learning and improvement, where both staff and leaders were encouraged to reflect on practice, learn from experiences, and use this learning to improve the quality and safety of care people received.