Beersheba Social Care Services 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.

This is the first assessment for this newly registered service. This key question has been rated 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. 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 vision was to deliver compassionate care and support people on a one-to-one basis, working in partnership with other agencies to ensure care was tailored to individual needs.

People spoke positively about the quality of care they received and told us the service met their needs. One person said, “They have done an amazing job in the way they have supported me and are still supporting me. It shows they are truly compassionate.” This feedback reflected the provider’s stated values and vision.

The vision and values of the service were shared with staff during induction and were discussed regularly at staff meetings. Staff we spoke with demonstrated a good understanding of the service’s values and how these guided their day-to-day practice. People and, where appropriate, their relatives confirmed that staff worked in a way that promoted compassion, respect and person-centred care.

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, who was also the nominated individual, had experience of delivering and managing care services. The operations manager was also a director. Both the registered manager and the operations manager were actively involved in the day‑to‑day running of the service, including providing hands‑on care and leadership to staff. They demonstrated a clear understanding of their responsibilities under the duty of candour.

Staff told us they felt supported in their roles and had clear direction and leadership from the registered manager. Staff were appropriately trained to provide effective care to people and understood the importance of sharing information, raising concerns and reporting incidents in line with the provider’s procedures.

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

Staff demonstrated a good understanding of their right to raise concerns and were aware of the provider’s freedom to speak up policy. The registered manager actively encouraged an open discussion and regularly provided opportunities for staff to share feedback, raise concerns and discuss any issues affecting their work.

There were a range of accessible avenues in place to enable staff to speak up, which included team meetings, one -to-one and staff having access to the directors of the service and the provider external HR provider.

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.

Staff had completed equality and diversity training and demonstrated an understanding of inclusive practice. Staff told us they felt supported in their roles, were given opportunities to develop, and felt listened to by leaders. This helped to promote a positive working environment where staff felt valued and respected.

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.

Staff had completed equality and diversity training and demonstrated an understanding of inclusive practice. Staff told us they felt supported in their roles, were given opportunities to develop, and felt listened to by leaders. This helped to promote a positive working environment where staff felt valued and respected.

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 a range of policies and procedures in place to support the effective running of the organisation. These were available to staff and provided clear guidance on expected practice.

Governance systems included regular management meetings, where leaders discussed the day-to-day running of the service, business development and the quality of care being delivered. This provided oversight and ensured that issues were identified and addressed in a timely way.

Quality assurance processes were in place to monitor standards and staff practice. These included spot checks, recruitment file audits, assessments of staff competency and regular audits of daily care records. The provider used the results of these checks and audits to identify learning, address shortfalls and support continuous improvement within the service.

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 service worked in partnership with a range of external agencies, including the Department for Work and Pensions, health and social care professionals, housing providers and community-based services. These partnerships supported people to receive coordinated, person‑centred care that met their individual needs and helped the provider to further develop and improve the service.

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 had a business and development plan in place and used a variety of approaches to support the growth and sustainability of the service. The registered manager told us they attended care roadshows, local authority care forums and worked closely with local service commissioners. They explained that these opportunities enabled them to learn from other providers, share ideas and ensure commissioners were aware of the service and its approach to care delivery.

The registered manager had also subscribed to Skills for Care and Social Care TV. They told us these resources provided access to up‑to‑date guidance, learning materials and training opportunities to support staff development and improve practice.

The provider had taken a proactive approach to workforce planning and had recruited additional staff to ensure capacity was available to respond to increases in demand and support the ongoing delivery of safe, effective care.