Delta Care Ltd - Blackburn and Darwen

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. 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 had a shared culture and passion to ensure staff ensured people had a good quality life. Leaders and office-based staff were available to people and staff with an ‘open door’ policy to ensure changes could be acted upon promptly. One person told us, “The managers do their best. They look after you.” While another person said, “If I need to ring the office, they always ask if everything is ok and they always ask if I am happy with the care.”

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.The registered manager was skilled in running the service. There was integrity and compassion for the approach of providing good quality care from the provider and registered manager to empower staff to provide high quality support.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.Staff felt able to speak up and they felt confident they would be listened to. There was a culture of openness and transparency. Staff consistently told us they felt able to speak up and they were confident they’d be 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.Staff told us they felt valued and the work they did mattered. Staff felt valued by the provider and registered manager, and they were supportive and created a positive working environment.

The provider did not always ensure that governance systems were effective in identifying and addressing shortfalls in care planning and medication management. While people and staff described the service as well-run and supportive, some quality assurance processes were not robust and failed to identify issues which were highlighted during inspection.

The registered manager and provider completed a wide range of audits and checks, which generally monitored the quality of care and celebrated success. However, some did not always lead to timely action. For example, a medication issue identified in August 2025 had not been resolved by the time of inspection in September 2025. Similarly, audits did not identify care plans for people with complex needs, such as those with mental health conditions or requiring PRN medication, were not always updated or detailed enough to guide staff effectively. These gaps were not picked up through routine audits, indicating systems were not always robust.

There was evidence of a positive culture and commitment to improvement, and these issues were resolved immediately. The provider had systems in place to monitor incidents, safeguarding concerns, and missed visits, with no significant concerns identified in these areas.

The service had a clear structure for oversight, including regular team meetings, a duty system for out-of-hours support, and a call monitoring system that tracked staff attendance in real time. Feedback from people using the service was overwhelmingly positive and was analysed to inform service improvements. However, the lack of consistency in audit effectiveness and the need for more timely action on known issues meant that governance arrangements required strengthening to ensure sustained quality and safety.

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.Leaders worked in close partnership with health partners. This ensured people received a joined-up service to achieve their maximum potential. The provider worked well with external professionals and community partners to support people’s care. Staff used ‘GP Connect’ to access up-to-date health information and medication changes, enabling more responsive care.The service also demonstrated a commitment to shared learning. Staff meetings were held regularly, and lessons learned from audits, incidents and complaints were shared with the team. The provider celebrated achievements through awards such as “Carer of the Month” and “Investors in People”, which helped foster a positive culture and community recognition.

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.Leaders embraced advice, support and innovation from health partners to ensure they provided support which was in line with best practice principles. The provider had systems in place to support continuous learning and improvement.

Training was a strong focus, with a dedicated trainer delivering a revised induction programme that included hands-on workshops and practical learning. Staff spoke positively about the training, noting it was engaging and covered essential topics such as dementia care using interactive tools like board games.Staff felt supported to develop professionally, with opportunities to complete NVQs and take on additional responsibilities such as conducting assessments. The provider had responded to audit findings by updating care documentation to include clearer instructions around PRN and controlled medications, demonstrating a commitment to improving care quality.