Blessing's Care

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.

At our last assessment we rated this key question requires improvement, and there was a breach of regulation in relation to governance. At this assessment the rating has changed to good, and the provider is no longer in breach of regulations. 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 promoted a positive, person centred culture based on inclusion, dignity, equality and respect. Information about the service, care and how to raise concerns was readily available. Policies supported equality, safeguarding and positive outcomes.

People were supported to maintain their independence and influence how their care was planned and delivered.

Staff understood the provider’s values and described a supportive culture where feedback was welcomed. Team meetings enabled staff to share ideas and contribute to service improvements.

The provider worked in partnership with others to improve outcomes and recognised the importance of continuing to strengthen governance as the service developed.

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.

A clear management structure was in place, led by the registered manager and supported by the management team. People, relatives and staff spoke positively about the leadership of the service. Feedback described the registered manager as approachable, visible and responsive. One person told us, "The registered manager is a good communicator."

Staff felt supported, valued and encouraged to develop their skills. For example, one overseas staff member described how the registered manager was supporting them to register with the Nursing and Midwifery Council (NMC), enabling them to progress towards practising as a nurse in the United Kingdom. This demonstrated the provider’s commitment to staff development and progression.

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

Information in the service user guide and policies provided clear guidance on reporting concerns and outlined the protections available to those who raised issues.

Staff meetings and supervision sessions provided regular opportunities for discussion, reflection and constructive challenge. Records showed team meetings were used to share learning, discuss challenges and identify ways to improve practice. Minutes were made available to staff who were unable to attend or who wished to review discussions.

Staff consistently told us they felt able to speak freely and raise concerns, and described the management team as approachable, responsive and supportive.

The provider valued diversity within its workforce and promoted an inclusive and fair culture.

Policies relating to equality, diversity and inclusion set clear expectations for respectful behaviour and equitable practice. Staff were supported to understand and apply these principles through induction, training, supervision, appraisal and team meetings.

Recruitment processes supported safer recruitment practices. Appropriate pre employment checks were completed and risk assessments were undertaken where required to help ensure staff were suitable for their roles.

The provider recognised the importance of staff wellbeing and had measures in place to support this. Staff had access to an external therapy and wellbeing service, providing a confidential source of support for personal or work related issues.

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.

Following the last Care Quality Commission (CQC) inspection, the provider had strengthened governance arrangements to improve oversight of quality, safety and performance. Regular audits had been developed and were completed across key areas including care planning, medicines, safeguarding, accidents and incidents, infection prevention and control and quality assurance. Where improvements were identified, action plans were implemented and monitored to support timely completion and continuous improvement.

Business continuity plans, emergency preparedness arrangements and an effective on call system supported continuity of care and ensured staff could respond to unforeseen events.

Staff performance was regularly reviewed through supervision and ongoing oversight. Staff were encouraged to undertake additional training to develop their knowledge, skills and confidence. This supported professional development and helped drive improvements in the quality of care provided.

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.

The provider worked in partnership with people, health and social care professionals and other organisations to support joined up care and positive outcomes. Records demonstrated effective information sharing and referrals to relevant services, helping to ensure people received appropriate and timely care and support.

Staff worked in partnership with external professionals and agencies and maintained open communication to support people's changing needs. This working helped promote continuity of care and improve outcomes for people using the service.

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.

There was a culture of learning and continuous improvement. Accidents, incidents, complaints, safeguarding concerns and audit findings were reviewed to identify learning and drive improvements. Lessons learned were shared with staff through supervision, team meetings and training.

Team meetings provided opportunities for reflection on challenges, learning and service developments. A comprehensive programme of audits supported oversight of quality and safety. Audit findings were analysed to identify trends and areas for improvement. Action was taken where concerns were identified and feedback was shared with staff to promote consistent standards of care.

The provider demonstrated a commitment to continuous improvement and continued to strengthen and develop governance systems to support positive outcomes for people using the service.