Blue Ribbon Community Care (Tyne and Wear)

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 outstanding. At this assessment the rating has remained outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 82 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The provider’s vision was shared with staff from induction and reinforced throughout onboarding. Leaders checked staff understood these and gave feedback to help them develop the right skills, behaviours and approach to care.

The service had a strong onboarding culture. New staff learned the provider’s values, reviewed care plans and shadowed experienced staff before working independently, so they felt prepared, confident and supported.

The service used a web-based Staff Handbook app to support its values and recognise good practice. Staff could confidentially recommend colleagues who had delivered exceptional care. Examples could then be shared with the team as best practice, and staff could earn points which were exchanged for gift cards. A staff member told us, “In my role as a senior care worker I lead by example maintaining the ethos and values of the company. New care workers shadow care calls and will see that the care we give is person centred. We build good relationships with service users and believe we make a difference to their quality of life and wellbeing. These are the high standards that I strive to instil in all my colleagues.”

Management made their expectations clear to employees and regularly modelled the behaviours and values they wanted their team to follow. Management encouraged staff and relatives to share feedback and suggestions on how best to support people. Staff were supported to contribute ideas and promote an open, inclusive culture. They received training in equality, diversity and inclusion, helping them understand and respond to individual needs.

The provider responded to concerns openly and without judgement, helping relatives feel listened to, reassured and supported while they were navigating difficult situations, including dementia. One relative said they were “never just a number”, showing people were treated with kindness, respect and genuine understanding.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

Staff received continuous support through 24-hour on call advice, an open‑door policy, and robust wellbeing programs. These included debriefing after challenging events, frequent check-ins, group activities, and practical accommodations for those with health concerns. Communication was outstanding, featuring real‑time updates via the internal app and proactive outreach from office personnel. One person told us, “The office team are amazing, they’re available 24/7, they have an out of hours service which really is available if you need it, if anything happens or [person]s needs change, they’re at the end of the phone.”

Without exception, staff we spoke with told us managers were always open and accessible. When they sought support or further information or had any concerns, managers were responsive and acted. The registered manager told us, “When a client had a fall we acted straight away, we told the staff member to stay as long as they were needed and we got the next call covered, if incidents happen we will do whatever is necessary to ensure our calls are made, if needs be myself, the office staff or Nominated Individual will go out as we are all trained to.” The registered manager had full oversight of clients’ needs and wouldn’t hesitate to contact people and their families to review support arrangements to reduce risks. This demonstrated an inclusive person-centred approach.

The management team had the skills, knowledge and initiative to drive improvements and achieve positive outcomes for people. We found people were supported to maintain and develop personal interests and hobbies, helping them stay connected to what mattered most in their daily lives. Leaders used their skills and initiative to deliver improvements and better outcomes. People received support to pursue interests and hobbies, maintaining connections to what mattered most in their daily lives.
 

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

Staff could access the whistleblowing policy and were encouraged to raise concerns with the registered manager or externally with the local authority or CQC. Management maintained an open-door policy and provided support, advice, and guidance as needed.

The registered manager told us, “We have an open- door policy, all staff are aware that they can drop into the office at any time to discuss any issues or concerns they may have, or for personal reasons. This is constantly reiterated to them during supervisions and appraisals.”

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The service employed a diverse workforce reflective of its community, with recruitment, training, and policies supporting equality and inclusion. Leadership received specialised external training aligned with the provider's inclusion strategy, aimed at deepening leaders’ understanding of inclusion and reducing bias.

The service showed an exceptional commitment to supporting and valuing its staff. Support went beyond normal employment arrangements and included practical, personal and financial help when staff needed it.

Managers introduced “mental health days” during the pandemic to recognise the pressure staff were under. These days remained available after the pandemic, showing the service continued to prioritise staff wellbeing.

Staff described feeling able to approach managers for help with personal matters. Examples included support to attend hospital, help to attend important school events as a single parent and loans to manage unexpected financial pressures.

The service also showed it valued staff through fair pay and inclusion. It paid above the Real Living Wage recommendation and introduced “Speech to Text” to allow a care worker from another country to complete records more easily.

New team members shadowed experienced colleagues, with visits reviewed to aid learning and growth. Feedback from service users, staff, and recruits was used to assess performance and enhance skills.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Safeguarding and workforce governance were key to the service's management. The management team provided effective oversight with targeted training, lone-working policies, 24/7 support, and ongoing monitoring, even though no referrals were needed.

No safeguarding referrals were made in the 12 months before inspection, but the provider proactively demonstrated robust systems and staff confidence in escalating concerns. A safeguarding log tracked low-level issues that didn't meet referral thresholds, ensuring ongoing monitoring and oversight.

The provider implemented robust governance systems to monitor risks and enhance service quality. The registered manager conducted comprehensive weekly audits that were consistently performed. As a result, staff arrived on time for calls and provided care exactly according to each person's care plan.

The provider prioritised input from people using the service in all governance and decision making. Feedback from individuals, relatives, staff, and professionals was consistently used to improve services. Managers gained thorough insight into people’s experiences and needs through care reviews, surveys, and informal feedback.

Records for new staff showed a robust, well-structured support programme. After initial training, staff had regular weekly check-ins before and after care calls to ensure they were equipped to provide safe, compassionate care. Managers routinely addressed staff wellbeing and concerns, emphasizing ongoing support, so staff felt prepared and able to seek help as needed.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The service formed exceptional partnerships with local health and community groups such as GP’s, occupational therapists and SALT, providing coordinated support. Staff collaborated with medical teams for timely referrals and shared information to ensure safe care. This teamwork enabled early intervention and reduced unnecessary hospital admissions.

The service was an original member of the Home Care Provider Forum and Home Care Market Oversight Network, a council-led initiative to improve provider engagement, shared learning and service quality across Sunderland. The nominated individual helped develop the Network’s Terms of Reference, and both them and the registered manager regularly attend meetings and support other providers to help raise the quality of homecare in the region.

A healthcare professional told us, “Blue Ribbon are a valued home care provider in Sunderland that consistently strives for excellence. Their engagement with, and feedback to, the Council regarding what works well and what could be improved in how the council works with its providers, has been helpful and appreciated.”

The service also demonstrates strong partnership working through its ongoing involvement in wider safeguarding learning initiatives. They work with local partners to contribute to Safeguarding Learning Week, sharing experience and learning on safeguarding cultures with health and social care professionals to support reflective practice and improve outcomes for people.

Although this was not a requirement, the service used secure systems, including NHS email and GP Connect, to keep up to date with important information about people’s medicines, allergies and treatments.

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 provider maintained a continuous improvement plan within its governance and audit cycle, detailing improvement areas, actions, and responsible parties. For instance, it addressed recruitment and shift changes to enhance staff consistency and promote work-life balance.

The registered manager was extremely proactive when it came to learning and continuous improvement. Staff were encouraged and supported to develop their knowledge and skills through access to qualifications and training that was tailored to individual learning needs. The registered manager has pursued tailored training through various nationally accredited providers, including courses such as Understanding Mental Health First Aid and Mental Health Advocacy in the Workplace from Derwentside College.

Where necessary, the provider ensured specialist training was given. For instance, staff received instruction from professionals on PEG feeding, catheter care, and stoma bag changes. The provider also coordinated with various occupational therapists to arrange moving and handling equipment. Additionally, staff supported clients in completing exercises recommended by the fall’s clinic.

This proactive approach has benefited people with specific conditions. For example, the registered manager shared that when a new client with OCD and anxiety started, the care manager emailed staff relevant information and resources to help them understand the client's needs.

Staff received active support and encouragement to pursue further training to advance their careers. Some expressed interest in progressing to registered manager roles, and several team members successfully completed Diplomas in Health and Social Care.

The service has supported external research into care worker pay, terms and conditions, and decent work in social care. It has also invested in the Looker system to support real-time monitoring and auditing of care delivery, including missed, late, cancelled, under-run and over-run calls. This is overseen by the responsible individual and team manager, with additional audits completed by the assistant manager, including checks of daily visit logs and medication monitoring.