Bhandal Homecare

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 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 registered manager and staff shared a clear commitment to providing high-quality, person-centred care. Staff spoke positively about the culture of the service and described working together to achieve the best outcomes for people. They understood the provider's values and were able to explain how these influenced their day-to-day practice.

The registered manager encouraged staff to reflect on practice, discuss what had gone well and identify opportunities for improvement. Learning was shared through team meetings and ongoing discussions, helping staff develop their skills and knowledge. Most staff told us they felt supported to raise concerns, contribute ideas and learn from each other's experiences, which helped promote good quality care.

Staff were proud of the service and the support they provided. One staff member described their approach to values-based care, saying, “I encourage people to make their own choices and stay as independent as possible, while supporting them when they need it. It's about treating everyone as an individual, respecting their dignity, privacy, beliefs and the way they want to live. I try to let people do things for themselves where they can, and getting to know them well helps me notice when something isn't quite right, even if it's just a change in their mood, behaviour or facial expressions.”

The registered manager promoted an open and supportive culture and demonstrated a commitment to continuous improvement. Most staff told us they felt able to speak up and work collaboratively to meet people's needs. This positive team approach helped ensure people received consistent, caring and personalised support.

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 promoted an open and supportive culture where staff felt listened to and valued. Most staff told us there was effective communication between carers, office staff and management, and they were encouraged to share information, raise concerns and suggest improvements. Staff felt comfortable seeking advice and support from leaders and said concerns about people's health, care needs or wellbeing were listened to and acted upon appropriately.

One staff member told us, “Management encourages us to report concerns or changes. When I raise concerns regarding a person's health, care needs or home environment, I feel that I am listened to and appropriate action is taken.” Staff also said they were treated fairly and respectfully and felt able to approach the registered manager whenever they needed guidance or support.

Overall, leadership at the service was effective and person-centred. The registered manager demonstrated commitment, compassion and a clear focus on delivering high-quality care. This helped create a positive culture where staff felt supported, valued and motivated to achieve good outcomes for people.

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

The registered manager promoted an open and honest culture by encouraging staff to raise concerns, share ideas and seek support when needed. Most staff told us they felt comfortable speaking up and were confident their views would be listened to and acted upon. One staff member said, “If I had any concerns, I would raise them and I am listened to and appropriate action is taken”.

People and their relatives also felt able to raise concerns and were confident these would be addressed appropriately. Information about how to make a complaint was available and accessible, and relatives described the registered manager as approachable and responsive. This open culture supported early identification of concerns, prompt action when issues were raised and continuous review of care. As a result, people benefited from a service that listened, learned and adapted to their changing needs, helping to ensure care remained safe, person-centred and responsive.

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 service promoted equality, diversity and inclusion and supported staff to feel respected, valued and able to contribute to the team. Most staff spoke positively about the support they received from the registered manager and described an inclusive culture where individual needs were recognised and accommodated. One staff member said, “Management communicates well, values our feedback and involves us in decisions. This helps us work together to address issues quickly and continually improve the care people receive.”

The registered manager had made reasonable adjustments to support staff to succeed in their roles, including developing flexible working arrangements for parents and providing additional tools to support staff with recording information. Staff had equal opportunities to access training and development, including recognised qualifications, and completed equality, diversity and inclusion training to promote inclusive practice.

This person-centred approach was also reflected in the care people received. For example, one person felt uncomfortable receiving personal care from female carers and expressed a preference for male staff to support them with showering. The service listened to the person's wishes and arranged for a male carer to provide this support. As a result, the person felt more comfortable, their preferences were respected and they were able to continue receiving care in a way that promoted their dignity and choice.

Overall, this approach helped create a positive and supportive environment for both staff and people using the service, ensuring care was personalised and reflected people's individual needs, preferences and protected characteristics.

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 registered manager had established a clear management structure to support the continued growth of the service and ensure effective oversight of care delivery. Key roles within the office team included 2 registered managers, care coordinators and a training manager, all had clearly defined responsibilities which supported accountability, communication and quality assurance across the service.

Leaders used feedback from people, relatives and staff to shape the service. The Registered managers and care coordinators maintained oversight of day-to-day care provision, monitoring live care records and responding promptly to changes in people's needs. Training managers ensured staff had the skills and knowledge required to provide safe and effective care, including arranging specialist training where needed.

The leadership team used audits, care reviews, feedback and performance information to monitor the quality of the service and identify areas for improvement. Information was shared appropriately within the team and with external professionals where required, supporting coordinated decision-making and positive outcomes for people.

Care qulaity checks carried out in July 2026 showed good practice across all areas reviewd. Staff arrived on time, followed infection prevention procedures, treated people with dignity and respect, offered choice and kept records appropriately. Electronic monitoring showed that 98% of planned visits were completed and recorded correctly.

The provider continued to develop its electronic governance systems to strengthen oversight and support continuous improvement. An electronic hub had been introduced to bring together key information, including policies and procedures, supervision records, staff competencies and care documentation. The system was designed to cross-reference care records with real-time care information, enabling leaders to maintain effective oversight of care delivery and identify issues promptly.

During the assessment, we saw the system being further enhanced in response to discussions with leaders. Updates included prompts for staff to consider whether accidents or incidents met the threshold for local authority safeguarding referrals or CQC notifications, alongside recording the rationale for decisions made. This helped promote consistency, accountability and effective decision-making, supporting the provider to maintain oversight of risks and ensure appropriate action was taken when concerns arose.

These governance arrangements helped ensure people received safe, consistent and person-centred care that reflected their changing needs.

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 worked effectively with external professionals to ensure people received timely and coordinated support. The registered manager played an active role in developing and maintaining these partnerships, working alongside staff, relatives and health professionals to respond to people's changing needs and achieve positive outcomes. For example, the registered manager liaised with specialist nurses, including stoma nurses, to obtain expert advice and arrange bespoke training for staff. This ensured staff had the knowledge and skills required to provide safe and effective support tailored to people's individual health needs. The registered manager and staff also sought advice from healthcare professionals when changes in people's health or wellbeing were identified, enabling care plans and support to be reviewed and adjusted promptly.

This collaborative approach helped ensure everyone involved in a person's care had a shared understanding of their needs, preferences and goals. As a result, people benefited from coordinated, person-centred care that promoted their wellbeing, independence and safety while ensuring risks were managed effectively.

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 registered manager and leadership team used a range of audits, reviews and feedback to monitor the quality of the service and identify opportunities for improvement and growth.

Audit findings were analysed, and any areas for development were incorporated into action plans which were regularly reviewed to ensure progress was made and improvements were sustained. The registered manager also used case studies to evaluate outcomes for people and demonstrate the impact of changes made to care and support.

Leaders encouraged staff to share ideas and learn from experiences to continually improve practice. For example, where personalised approaches, such as bespoke communication tools, had been successful in supporting people to express their wishes and make choices, this learning was shared across the team to promote consistency and improve outcomes for others.

The registered manager promoted a positive learning culture where staff felt able to reflect on practice, raise concerns and contribute to service improvements. Learning from audits, incidents, feedback and day-to-day practice was discussed with staff to support ongoing development. Most of the staff we spoke to were positive about the impact they were having being part of the team and supported the management team with developing the business.

This approach helped ensure the service continued to learn and improve, supporting staff to deliver safe, effective and person-centred care that achieved positive outcomes for people.