Harborough Home Care Limited T/A Bridgewater Home Care - Harborough Also known as Bridgewater Home Care - Harborough

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 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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The provider and management team facilitated an open, honest, fair and transparent culture, which focused on the ethos and values of the service. The registered manager shared how the service prioritised listening to what people wanted, and providing positive encouragement to enable them to create their own person-centred care plan, based on their life experiences, relationships, preferences and routines.

All staff demonstrated a positive, compassionate, listening culture which promoted trust and understanding between them, the people using the service and their relatives. People’s relative praised highly the service provided and consistently praised both the management and leadership of the service, and the staff who delivered the care and support.

Staff told us they felt valued, listened to and able to raise concerns, via supervision, quarterly staff meetings and through contact with senior staff and the manager. All staff felt the management was exceptional and were happy and proud to work for the service.

The provider had 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 did so with integrity, openness and honesty.

People’s relatives referred to both the registered manager and managing director by name. They told us they had frequent contact with them, both in person, by telephone and by e-mail. Relatives spoke passionately about the managing director, and how they had gone above and beyond in offering support and reassurance at times of crisis and distress.

The management team on occasions directly provided support and care to people, providing them with a clear insight as to people’s needs, and supported the development of positive and trusting relationships.

Staff were unequivocal in acknowledging how the leadership of the service facilitated the provision of good quality care, and the openness of the management team to listen to feedback. A member of staff told us, “I think the overall care of the clients is outstanding, there’s never an issue if you raise a concern, they [management] are always ready to listen and sort it out.”

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

The provider had a whistle-blower policy, which staff could use to share information of concern. Regular staff meetings, supervisions and an open-door policy provide opportunities for staff to share and escalate concerns. A member of staff told us, “If you’ve seen something that you don’t think is right, you are encouraged to say and speak up.”

The registered manager operated an open-door policy and encouraged staff to speak with them in confidence. Staff were also made aware of external organisations who they could approach to share concerns.

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’s policies and procedures supported equality, diversity and inclusion in the workforce. The registered manager understood their responsibilities in line with the Equality Act 2010 and its implications for employees. The registered manager was aware of their role in upholding the principles of the Equality Act.

The registered manager shared how as part of staff induction and ongoing monitoring and supervision, staff were supported to understand the importance of the Equality Act and how it works to protect individuals.

The registered manager confirmed reasonable working adjustments were made to staff’s working patterns and responsibilities, where required.

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’s systems and processes to monitor the quality and effectiveness of the service continued to ensure risks were identified and mitigated, enabling and empowering people to remain in their own homes, with the support of staff.

The registered manager was aware of the need to inform key stakeholders, including the Care Quality Commission (CQC) of events and incidents. The registered manager had a good understanding of their responsibilities around health and safety, the overseeing and reporting of safeguarding, quality assurance and risk management.

Regular checks on safety and standard of care were carried out through the monitoring of staff which included, supervision, observed practice and competency assessments.

Systems ensured effective communication between the registered manager and management team, people who used the service, relatives and staff. The provider had a website page, which provided a range of information, which included sharing updates within regular newsletters.

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.

Staff supported and encouraged people to be involved within their local community, which included volunteering and social events.

The leaders of the service engaged with people and the local community, supporting the development of networks and shared experiences to enhance outcomes for people, which included organising and attending a range of community-based events. For example, a Christmas party was held in collaboration with a local day centre, which provided an opportunity for people, their family members, and staff and others to come together.

There was a commitment to fund raising, which had seen the managing director competing in a triathlon, and the hosting of coffee mornings to support charitable organisations, who work and support people living with dementia and other health conditions.

The provider had launched a ‘Building Bridges’ podcast, to share stories and insights about living well at home and hosting a Live Well at Home event. The events and podcast highlighted and shared information about local resources already available within the community, with a view to encouraging conversations that helped people feel informed and connected. The forum provided opportunities for local business and charities to share their knowledge and expertise, including information for people living with dementia and their families.

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.

The service was well organised and managed, and people’s relatives told us they had no hesitation in recommending the service. A relative told us, “We are 100% happy with the service, we couldn’t be happier. The service was recommended to us by a neighbour, and we would recommend them to others.”

In 2025 Bridgewater Home Care was awarded the Top 20 Home Care Provider in the East Midlands for the second consecutive time. This was awarded in response to feedback from people who used the service and their families, about the performance and quality of the service provided.

All parties’ views were regularly sought to drive improvement, and staff were supported to gain experience through training and opportunities to widen their knowledge. Staff were encouraged to undertake vocational qualifications in care. The provider’s analysis evidenced a high standard of performance across key areas.

The registered manager was part of the local Registered Managers Network Group, which provided a hub of collaborative working and resources. The registered manager had strong professional relationships within the community and attended talks and events supporting ongoing learning and development.