BBC CARE SERVICE LIMITED- Walton on Thames branch (New)

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 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.

The provider was previously in breach of the legal regulation in relation to governance. Improvements were found at this assessment and the provider was no longer in breach of this regulation.

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 and culture which was based on equality and human rights, diversity and inclusion, and understanding people’s needs.

The provider had developed a vision and a set of values for the service to which staff were introduced during their induction. The provider said staff supervision sessions were used to revisit the organisation’s values, stating, ‘Managers link performance feedback to the vision and values. Staff are asked to reflect on how they promote dignity, respect and independence.’

Staff told us supervision and team meetings were used to ensure people were receiving the support they needed and to discuss staff development. One member of staff said, “Every three months, we have a one- to-one supervision which provides space to discuss performance, training, and any concerns.” Another member of staff told us, “At team meetings we talk about our clients’ progress and how we can better support them. We also talk about personal development opportunities in this career.”

The provider had inclusive leaders who understood the context in which they delivered care and embodied the culture and values of the organisation. Leaders had the skills, knowledge and experience to lead effectively. They did so with integrity, openness and honesty.

The provider understood their responsibilities under the duty of candour, which is a legal requirement for health and social care providers to be open and transparent when things go wrong.

Relatives told us the management team communicated with them effectively and said they could discuss their family members’ care when they needed to. One relative told us, “I can always get hold of [provider] if I need to. I sometimes email her and sometimes give her a call. If she cannot take the call, she will always get back to me. She always gets in touch if there is something I need to know.”

Staff told us the management team were available to provide support and guidance when needed. One member of staff said, “The office staff and management team are approachable, supportive and responsive. They are always willing to provide guidance or advice when contacted.”

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

Relatives said the provider sought their feedback about their family members’ care and took their views into account. One relative told us, “[Provider] comes round every now and again. She asks if everything is all right, she asks if we are happy with [member of staff]. And I call her from time to time; I can always contact her if I need to.”

Staff told us the provider encouraged them to speak up if they had concerns and said they would feel confident to do this if necessary.

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 PIR outlined the provider’s commitment to ensuring their recruitment and employment practices were effective in avoiding discrimination and promoting equality in the workplace.The PIR stated, ‘We are committed to following the Equality and Human Rights Commission Employment Statutory Code of Practice and all recruitment activities are carried out with regard to objective criteria which specifically avoid discrimination.’

The management team had clear individual roles and responsibilities and used these to manage and deliver good quality care and support. The provider’s quality monitoring systems helped ensure people received a safe, reliable service.

The provider used an electronic call monitoring (ECM) system which enabled them to monitor call completion in real time and take action if necessary, such as reorganising the rota if a member of staff was delayed at an earlier call.

The management team carried out regular spot checks to monitor the quality and safety of the care staff provided. Spot checks were used to monitor timekeeping, moving and handling practice, medicines administration, and communication.

We found one person’s care plan contained some out-of-date information that was not reflective of their current needs. This had not impacted the person’s care as the staff who supported them knew their current needs well. We shared this feedback with the provider, who updated the person’s care records.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

Staff and leaders worked in an open and transparent way, and shared information and learning with relevant external stakeholders and agencies.

The provider focused on learning and improvement across the organisation. There were processes to ensure learning happened when things go wrong, and from examples of good practice.

The provider enabled staff to speak up with ideas for improvement and invested time to listen and engage. One member of staff told us, “We are always encouraged to speak up and share ideas.”