Bravo Care Branch

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

The provider had an open, honest culture that was responsive, and positive with a clearly set out management structure that was available to people using the service, and staff. The vision and values were clear, easy to understand, and staff understood, and followed them. They were aware of their responsibilities, and accountability. People, their relatives, and staff said the management style was positive, approachable, contactable, professional, and they felt valued, and were comfortable raising any concerns they may have. Staff said this approach made them confident, and enabled them to take responsibility for their own conduct. The service quality was frequently, and thoroughly reviewed, and any required changes made to improve the care and support people received. This was conducted in a way that best suited people. The provider had established effective professional working relationships that promoted integrated, joined up working, both internally, and externally to the organisation to meet people’s needs including those outside its remit. Staff were actively encouraged to contribute ideas, and suggestions to make improvements to the service, staff wellbeing, and for people using the service, individually, and overall. These contributions were recognised, and staff felt valued members of the service.

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 processes and systems promoted a shared direction and culture. This enabled staff at all levels to understand the shared vision, values, and strategy and how their roles helped in achieving them. They were developed through a structured planning process in collaboration with people, staff, and external partners. The processes enabled a well-developed understanding of equality, diversity, and human rights, and they prioritised safe, high-quality, compassionate care.

The provider processes were part electronic, and they were moving to an updated system. The current system contained the required, up to date documentation and information to enable staff to meet people’s needs efficiently, and support them in a caring, friendly, and compassionate way. The management team frequently updated staff after reviewing the available information, in a clear, and understandable way.

The provider processes, procedures and systems encouraged openness, honesty, and transparency. Staff were empowered to drive improvement, by these systems, and encouraged to raise concerns and the value of doing so was promoted.

The provider processes removed bias from practices to ensure equality of opportunity and experience in the workforce, and policies reviews tackled structural and institutional discrimination and bias to achieve a fair culture for all, and prevent and address bullying and harassment.

The provider processes and systems stored people's risk assessments, care plans, and daily logs. Data was robustly stored, and that collected was collated and used to update and improve the service provided. Any areas needing improvement were then addressed. There were thorough audits, and the complaints system was regularly monitored and enabled staff and the provider to learn from and improve the service. People, their relatives and staff provided regular feedback to identify if people were receiving the care and support, they needed. A relative told us, “A well-managed service.”

The provider processes promoted, and maintained good working relationships with other external healthcare services to provide integrated care that met people’s support needs and enabled them to live as independently as possible, keep healthy and receive the ongoing healthcare support they required. Staff reported any health care concerns to the registered manager, and management team who alerted appropriate health care professionals. They also supported people to access community-based health care professionals, such as district nurses and to refer themselves to health care services, such as their GP, to maintain and promote continuing independence through joined up healthcare.

There were systems and processes in place to promote, and support learning, improvement, and innovation. The complaints system was regularly monitored and enabled staff and the provider to learn from and improve the service. People, their relatives, and staff provided regular feedback to identify if people were receiving the care and support, they needed.