Best Care 4 U Stanmore

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 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. There was a positive and inclusive culture within the service.

People told us staff recognised their individual preferences and limitations, and that care and support were provided in ways that reflected how they wished to be supported.

People, relatives and staff felt valued and important. Staff described the organisation as supportive. One staff member told us, “The work environment is positive, and I feel well supported and respected, another said, “I have felt supported and respected by management and the compassionate, efficient and genuine care extended to clients and staff have made it a privilege to be part of the team.”

The provider had inclusive leaders who understood the context in which they delivered care, 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.

Staff spoke positively about the leadership team and described managers as approachable and supportive. One staff member told us, “Yes or course you can go and talk about anything to our manager and the team in the office, they are knowledgeable and always there to help.”

Managers undertook ongoing training and attended webinars to continually develop their skills and knowledge.

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

Staff demonstrated a clear understanding of the term ‘freedom to speak up’ and how this applied in practice. Staff consistently told us managers were open to feedback and encouraged open communication. One staff member said, “We are listened to and can speak openly.”

There were a variety of ways people, relatives and staff could give their views on the service including, yearly surveys, regular spot checks by phone and in person, supervision meetings and team meetings.

There was up to date complaints and whistleblowing procedures in place which clearly set out to raise concerns and to whom they should be reported.

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 created booklets for staff from oversees which provided them with essential information that could help them settle into the country quickly, such as GP services, transportation, supermarkets and places of worship.

The provider had policies and procedures in place to promote workforce equality and diversity. Staff told us they were treated fairly at work and that they were happy with the support they received in their role. The provider had facilitated training and awareness programmes for staff in relation to equality, diversity and inclusion. This helped to promote a respect and supportive team environment.

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 effective governance systems to oversee the quality and safety of the service. This included live monitoring of care delivery, with prompt and responsive action taken when issues were identified. Managers completed a range of audits and reviews, including care plans, care records, staff files and medicines administration. These checks helped ensure care was delivered as planned and in line with people’s assessed needs.

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.

Staff worked in partnership with other professionals when needed to help make sure people received personalised care and support.They followed guidance and recommendations from professionals to support their learning and improve the delivery of people’s care and support.

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.

Staff told us the service promoted a strong learning culture. They said they received ongoing mandatory training as well as additional training tailored to the person’s individual needs.

The service had invested in an electronic care management system. The live system enabled the management team to respond promptly to any issues identified. The system also incorporated geographical functionality, which recorded visit durations and supported staff working alone by enabling management oversight of staff locations.