Best Care Liverpool 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 provider’s values were underpinned by a vision to provide high-quality person-centred support and care to people, whilst enabling them to live independently in their homes. This vision and culture were understood and practiced by staff. One member of staff told us, “[Manager’s] leadership inspires the team to provide high-quality, person-centred care. She encourages learning, listens to feedback, and makes sure that staff have the tools and support they need to do their jobs safely and effectively.”

People told us they felt their values, beliefs and human rights were respected by staff. Comments from people included, “They[staff]respect our beliefs and values. They do things the way we like” and “Yes, they[staff]respect my values and beliefs. They ring the door, as they used to come straight in. Now they wait for me to put my headscarf on."

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 visible and available to staff at all times and understood the need for staff to feel involved with the strategy they were trying to deliver. The registered manager led by example, fostering cooperative and positive relationships with staff.

Comments from staff included, “They[manager] are approachable, and they take action immediately when we notify things. I think we are fortunate to have leadership like[Manager’s Name]”and “Recently, [Manager] was nominated for the Home Care Manager of the Year Award nationwide. Even if she does not win, to all of us at Best Care Liverpool, she is already a winner, and we are very proud of her."

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

People were able to feedback via questionnaires, home visits and telephone calls. The provider welcomed any feedback, even if critical, and was able to demonstrate what action had been taken in response.

However, although people told us there were opportunities to speak up, feedback was mixed in terms of whether changes were always made. Comments from people included, “I have been asked to fill in a survey. Not seen any difference”, “Questionnaire filled in. They usually ask me if I am happy” and “Yes, I have filled in questionnaires. Nothing has changed.”

People told us they wouldn’t hesitate to speak up if they had any issues. Comments from people included, “Never needed to complain. I would know how to”, “I know how to make a complaint” and “I know how to complain and feel able to complain.”

People’s relatives told us if they had ever complained, the provider took appropriate action to resolve. Comments included, “I raised concerns about his clothes not being changed and him needing more help. They took that on board” and “I had complained about too many different carers; they were pretty good about it. We now have the same carers mostly.”

The service understood its obligation to adhere to a duty of candour. When something went wrong, people received a timely apology, and actions were taken to prevent the same happening again. 

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.

Processes were in place which helped to protect the rights of staff under the Equality Act. Risk assessments and any reasonable adjustments measures were used if appropriate. This helped to create a more equitable and inclusive organization. The provider was a sponsor for staff from overseas. Staff told us they felt supported and valued. Comments from staff included, “For me BestCare (Liverpool)feels like home. I have really good friendships with my colleagues” and “Our manager went above and beyond to help me and my family-she took the time to shadow me in the community, showing me how to deliver care properly. She inspires me every day.”

One person told us how diversity was valued, “One carer is Hindu. I appreciate that she has her customs, and I have mine. We both love animals. She omits a caring and good soul."

Although we were assured around people’s safety, the provider’s systems and processes were not always as clear as they could be. For example, for some audits which had identified issues for improvement, the action taken to address the shortfall was not always documented. For example, the target set date for the action of remedy was not always recorded.

Policies and procedures helped staff understand their role and responsibilities. The registered manager was able to account for the actions, behaviours and performance of staff. For example, by using supervision, appraisal and regular competency checks.

Audits and governance processes such as the analysis of accidents and incidents enabled a proportionate approach to managing risk. These processes helped to ensure the service had an accurate picture of risk to the safety and quality of the service at any one time.

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 was open and transparent, and collaborated with relevant external stakeholders and agencies. We received positive feedback from external agencies who worked closely with the service. Comments included, “The service is responsive to requests for information. Their KPI (Key Performance Indicator) performance is above target."

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 encouraged staff to speak up with ideas for improvement and innovation. One member of staff told us, “I feel my contributions are respected, and that makes me feel part of the team and motivated to do my best.”

One external professional told us about how the registered manager had quickly resolved a quality concern and implemented a lesson learnt approach to help prevent any repeat occurrence.