Bevancare LTD

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• 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. At this assessment the rating has changed to 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 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

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.

People and relatives were positive about how the office was managed one person told us “Out of 10 I would give them 10. They are brilliant with me.” A relative told us “I would say it’s very well organised, based on what we get. The care, the rota on email and everything is following. We can’t complain about anything.”

The management team were visible and supportive of staff; staff told us that they felt supported by the registered manager and the wider management team. One person told us “It is a very good place to work; they are very supportive employers.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People told us they were confident in raising any valid concerns or complaints, both with management and staff. One person told us, “I would ring Bevan Care, they are very nice on the telephone. I’ve got the phone number. The carers are very approachable; I would also consider telling the carer at the time.” They were confident they would be listened to.

Staff we spoke with were also aware of how to speak up. Staff we spoke with were happy to speak up for people, always listen to people’s needs and to act on any concerns or needs that people may have. They told us staff meetings were a good forum to voice any concerns, ask questions and offer suggestions in how practice might be improved.

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. Policies and procedures to promote diversity and equality were in place.

All staff were accommodated as much as possible regarding any religious festivals, holidays, or other commitments; for example, some staff requested no Sunday morning shifts so they could attend church. Staff were approached for their availability and rotas were produced 2 weeks in advance. Managers told us this approach worked and made staff feel valued and appreciated.

The diverse cultures of staff were respected by the provider. One person was not comfortable with dogs, so were not sent to support people who had them.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

There was a governance framework in place and manager checks and audits had been undertaken. Feedback on the service was gathered from people and their relatives in various ways, including surveys and during spot checks; the most recent survey had occurred in June 2025. Cultural work was done to respect people’s faiths.The registered manager was aware of the areas we had identified that required improving and started to address the shortfalls during the assessment.

The registered manager was aware of their regulatory responsibilities and requirements in relation to statutory notifications; however, we identified an occasion when police had recently been contacted and CQC had not been informed. A retrospective notification was submitted for the incident.

Two staff had failed an element of the on-line training, and we queried this with the registered manager; we were sent evidence of the care certificate both had achieved. The supervision of staff needed to improve to reflect the frequency as stated in the supervision policy and to support staff with any additional training needs. We discussed this with the registered manager who scheduled supervision for staff who were overdue.

Prior to this inspection staff logged into care calls using a GPS location. The provider had identified that using quick response (QR) codes would promote more accurate log ins from staff and ultimately improve monitoring of care calls within electronic systems. Consent was sought from people during this inspection and some QR codes were placed into people’s properties. The registered manager outlined how staff feedback in the new ways in working would be sought going forward.

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.

We saw evidence of some good partnership working. The service supported people with complex needs, not always in connection with a regulated activity; we saw and heard the work being done on people’s behalf. There was regular attendance at meetings with various professionals ensure people were supported appropriately.

A social care professional responded to our request for feedback about the management team and told us, “They (staff) at times go above and beyond, whenever required, to ensure people’s safety or in ensuring their daily needs are met.”

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.

Overall staff felt they were encouraged to share ideas at team meetings. They told us that meetings were arranged if feedback had been received from people or their relatives when something was not working and they all discussed lessons learned together. One person told us “I can raise any issues, and I have found if there is an idea regarding our work, they will take it onboard and implement it to see if it works.”

People told us they felt listened to if they contacted the office and were happy with the care received. A relative told us, “They listen and address issues you have. All in all, they are pretty good, easy to talk to and deal with situations. They are happy to take the time to do that.”