Bespoke Care (Sheffield) Limited

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 good. At this assessment the rating has remained 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 registered manager was knowledgeable about their regulatory responsibilities and about their priorities for the development of the service. Staff were also aware of their roles and responsibilities in supporting and promoting service development. Some staff told us they would like more involvement and communication from the new provider regarding future plans and decision-making processes. This feedback highlighted an opportunity to strengthen relationships, ensuring all team members felt informed, valued and empowered to contribute to how the service is run.

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. Systems and processes were in place to provide support to staff and promote a positive, open and inclusive culture. Overall staff told us that they felt supported and Bespoke Care (Sheffield) Limited was a good place to work. One staff member told us, “I would say in general Bespoke Care (Sheffield) is a good place to work.” Another staff member commented, “Yes Bespoke Care Sheffield is a good company to work with.” Some staff felt that changes over the last year had been unsettling, and some would like better communication and support. One staff told us, “Communication issues and things not getting sorted can be frustrating. The job itself is rewarding, but improvements in teamwork and problem solving would make it a better place to work.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had clear policies and procedures in place to support people in speaking up and raising concerns. These included up-to-date safeguarding and whistleblowing policies, which were accessible and regularly reviewed to ensure compliance with best practice and regulatory standards. Staff demonstrated awareness of these policies and understood the processes for reporting concerns, including how to access guidance and support when needed. Overall staff told us they felt able to speak up. One staff member told us, “We have the opportunity to report concerns, express our feelings, ask for support and recommend changes where necessary.” We saw examples of how people’s views and opinions were sought including surveys and complaints and compliments. People and their relatives said they felt if they raised an issue, they would be heard, and it would be acted on. One relative told us “Yes, I would say so. When I have rung them, they have rung back straight away, and they sort things out.”

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 had policies and procedures in place regarding equality, diversity and inclusion and staff had received training on equality and diversity. Some staff raised that with the change in provider, arrangements for those staff employed under sponsorship had been affected, creating uncertainty and concern. We discussed this with the provider who agreed to send out further communication to reassure and support those staff affected.

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 had structures in place to monitor and improve the quality of care they delivered. Systems such as audits and quality monitoring were used to check the quality and safety of the service and actions noted to be in place to address issues highlighted. The service had recently identified issues with the accuracy of information in care plans created by a newly implemented system. Although there was no evidence that these inaccuracies had impacted people’s care, we found some care plans still had incorrect information. We asked the registered manager to prioritise reviewing and updating care records for individuals who may be most affected, ensuring that all care plan documentation was accurate, complete, and reflective of current needs. Some staff were feeling unsettled from changes implemented over the last year and felt communication and support could be improved. The provider was responsive to reviewing current systems for communication and support to ensure all staff felt fully supported and valued. The registered manager was clear of their role and their regulatory requirements. Accidents, incidents, and safeguarding concerns were reported to the local authority and to CQC.”

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. Overall, staff were positive about the service, and the provider was responsive to building relationships and addressing areas for improvement raised by some staff during the assessment. Records showed there were positive working relationships with partners and professionals. Advice was sought, and referrals were made in a timely manner which allowed continuity of care. We received positive feedback from professionals involved with the service. One professional commented, “I find the whole team, no matter who I speak with, are accommodating and requests actioned when able.”

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. The registered manager told us about their plans and ways in which they were looking to improve the service and improve outcomes for people. The service had clear processes for learning from incidents, and lessons learned were shared with staff to reduce future risks. Policies and procedures reflected best practice and were accessible to all staff. Feedback was actively sought from people, relatives, and staff through surveys to improve the quality of care. One person told us when asked if anything could be made better with the service, “Not really no. I am happy with the way things are.”